Mark,
In a few short weeks, I’ll be excitedly accepting a new Director position with another firm. I’m excited to advance in my career, yet apprehensive about taking on more responsibility over a team I’m unfamiliar with. How can I make this transition as smooth as possible for myself as well as the new team? I’m sure they’re also curious about this change.
– Excited New Team Lead
First of all, congratulations! New jobs are exciting and fun, and I’m sure it will be a good change for you and your new team. One thing to remember is that you will have more time in the first week than perhaps any other time on the job, so take advantage of that time. I’ve listed a few things you can do on your first day, week, and month to make the most of this transition.
BEFORE YOUR FIRST DAY
If possible, meet with the former leader or a peer leader before the first day to try to get the lay of the land. What are some of the team dynamics it would help you to know? This way you are walking in with some information about the team and how you can support them. Find someone who can give you some guidance even about your new boss. Begin formulating a list of internal and external peers/stakeholders you need to know.
YOUR FIRST DAY
Make it known that it’s your priority to get to know each individual who reports to you personally by having a 1-on-1 session about their role, goals, what’s important to them, how they like to work, how they view team performance, challenges to the team, success in the past, what is the glaring priority that must be addressed, etc. Take notes to show that you truly are listening to this information and intend to act on it. Later, you’ll want to find some common themes and start creating plans to address what you heard. Be diligent on maintaining the commitment to listen and act moving forward as a leader.
Also, you will want to meet with your new boss. Walk away with his/her priorities for your team. How you will work to collaborate with your peer team leaders? What are the goals for the next 3, 6, 12, and 24 months? How can you help him/her do his/her job better?
YOUR FIRST WEEK
Try to grab some time alone to reflect on the information you’ve collected. What are some common goals your team members have? What are your team’s strengths and weaknesses? Can you start to put together some team goals, or do you need more information?
You will also want to conduct a team meeting in week two and share with your team what you are learning and answer any lingering questions. Since the team is together, ask for clarifications and questions to fill in gaps. Assess the team dynamics, including who engaged and who didn’t. What was said and what was not shared? What did the team members share compared to your one-on-one meetings?
YOUR FIRST MONTH
Reference your external and internal peer list and get to know your external stakeholders and peers. Meet with several and plan for intersections in the second and third month. The idea here is to build relationship and help them. How do you support each other’s different goals and objectives? Where do you intertwine? How can you learn from their company and industry knowledge? Some day you will need their help.
As you’re wrapping up your first month on the job, make sure to create time to sit down with your boss. You’ll want to discuss first impressions, share what you heard from your team, and provide your input on team and individual goals. What have you learned that may impact these? Have you identified anything that needs to be added? Ask your boss if you can meet on a biweekly or monthly basis to discuss progress and any changes.
CONTINUING TO LEAD
In doing all these things during your first month on the job, you’re showing others that team collaboration, performance, and engagement means a lot to you. You are listening to those around you and using their information to help create your team’s goals and set direction. When a team gets a new leader, the individuals on it can be apprehensive about which direction they will take. By having these open conversations, you’re showing your team members that what they say matters and that impacts the direction of the team. Employees who feel listened to and empowered do their best work for team leaders they know and trust.
