How many times is a new leader asked to change the status quo of the unit they inherit? If not, how many new leaders think they have to change the status quo just to symbolize taking charge?
In the course of management succession, a new leader is constantly elevated and expected to show immediate competency with equal-to-better ideas than the last person. Not only is the new leader asked to come up with a different strategy or changed environment, they are expected to carry it off with majority support as the first test of their abilities. The test sets the tone for their tenure.
Every unit can be improved in some way. The strength of one leader is usually matched by some weakness in the last individual in that position, that got less attention. So, coming up with a set of changes to ‘take charge’ is not as difficult as it would seem. When you have no good ideas to improve your market position, try re-branding with a logo or ‘refreshed’ color combinations…just kidding, as you must have something better than optics!
Seriously, change is stressful for all. It shakes the power structure into the unknown. Obviously identifying change issues that improve your business competitiveness or performance culture would be best, but you will really be remembered by whether you could sell your idea and overcome resistance to take charge. Mediocre ideas that are ‘sold’ well are superior to the greatest idea changes you never get concurrence for. New leaders, especially if coming from outside the organization, usually do not have an established constituency. Most all inherited subordinates are polite and act politically supportive in their surface behavior to a new leader. But there are a wide […]