New Kid on the Block
By Annie Bartlett

You've just hired a new manager. His resumé and credentials match your needs. He's results-oriented, and you're confident he can 'hit the ground running.'

So why is it, a month later, you're ready to strangle both the new manager and his entire department? Far from 'hitting the ground running,' the new manager and his team have run aground. What happened?

The answer lies in understanding the dynamics associated with being the new kid on the block.

A new manager is often eager to prove you made the right decision in hiring him. He'll assess his team, the quality of their output, their relationship with other organizations, and immediately make a list of things to improve. He's excited and brimming with ideas for his new company.

On the other side of the hall, his employees are wondering how many and what kind of changes they'll be subjected to. They know a new boss means a new way of doing things. While some may welcome change, most people are a little afraid of it.

From the outset, the stage is set for some serious communication issues. Unfortunately, the situation often gets much worse; for in addition to sizing up his new group, the new manager also sizes up his predecessor. If his management held his predecessor in low esteem, the new manager will take pains to show how much better he is than his predecessor.

If the predecessor was well-regarded, the manager may try even harder to prove his worth. The new manager may politic to sympathetic peers and management to gain their support for his ideas. He may even begin discrediting his predecessor.

This chain reaction of events goes off in all kinds of organizations – public, private, corporate, non-profit, large, and small. You can stop this chain reaction or avoid it altogether by sticking to a few guidelines.

During the interview, clearly communicate why you're hiring the manager and what you expect of him. If the first few months, or even a year, should be spent learning the processes of the organization, then identify these timeframes. This takes the pressure off of the new manager to implement new processes overnight. If change is needed, stress the good work already done along with the need to go to the next level. This lets the new manager know he should approach his predecessor's success by building upon and improving the organization, rather than demeaning the previous manager's work.

Once the new manager is hired, avoid a constant refrain of, "Bob always did this..." This mantra makes all but the most secure new manager want to scream, "Bob isn't here anymore! Can you talk to me please?"

The new manager also can play a role in preventing a downward spiral by avoiding such phrases as, "When I was at XYZ Corporation, we did it this way." After a few days, people will be thinking, "Fine. Go back to XYZ Corporation!" Even though the comment is meant as a helpful suggestion, when overused, the when-I-was-at lead-in actually comes across as a negative comparison. Team-oriented ways to preface a suggestion include, "Has this idea ever come up?" and, "Should we try something like...?"

Similarly, the new manager should avoid change for the sake of change. It's imperative the new manager learn the context and the rationale for the existing processes before instituting changes. Such education comes from talking to and working with employees and others involved. Skipping this step results in demoralized employees, who assume the new manager thinks they're too dumb to do it correctly themselves.

The key to implementing these guidelines is to keep the larger picture in mind—people working together to solve problems, produce quality products, and offer exceptional services. Such goals aren't accomplished by one person alone, nor are they accomplished overnight.