Introductory speech to the new team. How to join a new team

This article will be more useful to business leaders and their structural divisions, heads of organizations and firms, as well as employees of the personnel department. After reading the material, you will learn how to properly introduce a new employee and introduce him to the organization and why introduction of a new employee to the team so important.

As a rule, in first work day a newcomer faces a lot of difficulties in a new place, most of which arise due to the lack of information about the enterprise’s work procedure, management policy regarding employees, team characteristics, requirements for employees, etc.

A special procedure for introducing and introducing a new employee to the organization helps to remove many questions and a large number of problems that may arise at the beginning of work. This process largely determines whether new employees will have a sense of commitment to this company or they will develop a negative image of it, as well as whether they will accept the attitudes and values ​​\u200b\u200bapproved by it. In addition, the introduction of a new employee will help improve the psycho-emotional state of the new employee and the team as a whole, as well as increase productivity newbie. Therefore, the process of introducing a new employee to the team, and bringing him up to date is of great importance.

How to introduce a new employee to colleagues

As a rule, the introduction of a new employee to the team is entrusted to an employee of the personnel department or his direct supervisor. If the immediate supervisor did not participate in the admission of a new employee, then first you need to introduce them to each other. This will initially allow you to set a positive direction for joint work. You can introduce the newcomer to the authorities in absentia, naming the surnames, names and patronymics of the leaders and showing their photographs, so the employee, having met with them, will already know the status of these people.

It is very important to immediately exclude the possibility of a negative attitude of colleagues. Introduce new employee, it is necessary to indicate not only the full name, position held, but also some data of his biography. It is good if the representative lists the positions held and the enterprises where the newcomer used to work. They will serve as confirmation of high qualification and professionalism. This will set up future colleagues for positive attitude and inspire them with respect for the newcomer.

It is best to introduce a new employee when the whole team is assembled. This can be done, for example, at a specially convened meeting or at a five-minute meeting. During the presentation, talk about official duties and about the functions that will be performed new employee, describe to him the functions performed by his colleagues. Name colleagues in key positions, those to whom he will need to turn for advice.

You can give the newcomer the floor, let him tell a few words about himself and answer the possible questions of his colleagues. Give him a tour of related departments, introduce the new employee as allies.

Show the new one workplace, draw his attention to working nuances, for example, sharing equipment with several colleagues, because sometimes it happens that several people can work on one computer or phone. Show him places of rest, tell him about the procedure for using the kitchen, about who he can turn to if he runs out of stationery.

Introducing a new employee to the organization, in addition to introducing him to the team and familiarizing himself with the tasks and responsibilities, should have the goal of obtaining commitment and loyalty from him to the firm. The tactics of the leader should interest and captivate the beginner. It is worth telling what contribution the activity of the new employee will make to the overall success of the enterprise. The leader must carefully consider measures to help the newcomer to gaining self-confidence and a desire to work for the good of the company. One of these techniques can be a story about what career opportunities open up in the company.

Be sure to wish the newcomer success in the new place. Express confidence that he will quickly become his colleagues and will work with pleasure and the feeling that he is in the right place.

Company management should remember that 90% of employees who left during the first year made this decision on the first working day.

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When joining a new team, it can be very difficult for a commercial director to establish comfortable relationships with his own subordinates and at the same time prove his managerial authority and increase business efficiency. Because even the best personal qualities have never been an excuse for laziness and inefficiency for anyone.

In this article you will read:

How can a commander adapt to a new team

How not to behave as a new leader

The main rules of behavior of the leader in a new team

Adaptation in a new team manager is different from the same process of middle managers. The first task that a novice leader faces is to clearly understand the area of ​​\u200b\u200bhis personal responsibility, get support and realize his potential without provoking negativity.

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The article has a bonus: a sample instruction letter for employees that every manager should write to increase productivity.

In addition, when adapting to a new team, it is extremely important for a novice manager to determine the circle of employees with whom they will have to communicate in work processes and establish friendly contact with them. And not only at the level of immediate superiors, but also among line managers and key contactees in neighboring departments and departments.

It is optimal to organize a meeting with the participation of the maximum number of these employees, during which it is necessary to find out the this moment model of interaction between departments, find problem areas and record your observations as a subject for further analysis and possible optimization.

Your task at this stage is to enlist support.

• Adaptation of the head: how to quickly delve into the affairs of a new company

How to create a positive attitude

There are two main rules here. Firstly, a leader in a new team should not come with the position “I alone know how to work, and I will quickly rebuild everything in my own way, since you have worked incorrectly before.” Oddly enough, most often this only speaks of extremely low professionalism or pride, which does not paint a person. Secondly, in no case should you immediately begin to be very friendly with someone, and enmity with someone. The first opinion about certain employees may be erroneous. Perhaps they will try to draw you into some already existing coalitions. When adapting to a new team, try to take the most neutral position. Tell your current colleagues honestly and openly that you new employee and would not want to take sides.

Don't hurry

Do not rush to put forward any of your ideas. Wait a month - you will need it to look around, adapt to the team, understand the principles of the company. It is likely that the idea, which initially seemed brilliant, in a month will turn out to be completely crazy in the conditions of this company. If you still remain true to your innovation, first discuss it not with your immediate superior, but with someone who is the unspoken, but universally recognized leader of the team. Yes, there is a risk that he will appropriate your idea for himself, but you can get advice from him and enlist his support for the period of adaptation in a new team.

Additional Information

Before you start a sales revolution in a new company, study the situation as carefully as possible so as not to jump to conclusions. After all, it may turn out that the methods of sales, the application of which seems illogical to you, ideally work in this particular business.

• Personnel development in modern business conditions

Don't be afraid to change

Alexander Simanovsky,

Commercial Director, iConText

If the business system in a new company is built really illogically and non-functionally, it needs to be changed. If you don't change it, someone else will - an inefficient sales force will not be tolerated in any business.

Even in the presence of colorful work book and a healthy dose of self-confidence, adapting to a new team is not so easy. For the head of the sales department, the commercial director, the task becomes more complicated: there is no time to build up, you need to join the work almost immediately, otherwise you will not be able to achieve a positive result. And of course, maximum help and support from the manager and colleagues in the department is needed in this matter. At iConText, we have a tradition of introducing a novice manager to the team: we make sure to introduce him to all the other employees, talk about his hobbies and hobbies.

A beginner doesn't have to be afraid to be a pro. If you find yourself in a team where people are focused on solving problems, and not just getting a salary for being present, then this is the only way to gain the respect of employees and be realized.

If you come to a weak team and your colleagues just sit out their pants, then you can’t avoid negativity here. In such a department, revolutionary changes will have to be made. At the same time, in each specific situation, you need to understand the ways to achieve your goals - whether to go ahead, jumping over your heads, or to implement the initiative more carefully, evolutionarily, first of all by organizing own work and only then presenting the system as suitable for the entire department.

It is important not to forget: in response to an adequate initiative during adaptation in a new team, you may be offered not only to ensure its implementation in the department, but also to be responsible for the possible consequences. And if you are afraid to take on this burden, then it is better to immediately run away. I'm afraid that you, as a manager and leader, do not have enough competencies for this company.

• How to rally the team of the company: 3 great ways

God forbid you mix up their names!

Inessa Saukh,

CEO, Business Ocean

A person who is confident in the goodwill of his colleagues will reach new heights faster than an intimidated beginner. Career growth is easier to achieve when you are in a calm and positive state and when people around you are in the mood to help and cooperate, and not to compete and compete.

The most important and most difficult thing for a leader in a new team is to be natural. Sometimes this is not easy, because there are strangers around, from whom you want to protect yourself. And my mother’s advice “keep quiet, you’ll pass for a smart one,” “talk less, do more,” etc. work in your head. Yes, your subconscious mind will give out various methods protection from an unfamiliar team, but do not succumb to his tricks. Smile, good mood and a sincere interest in how life works in a team will help you get to know everyone and become one of your own.

Find out how life is organized in the office, who has lunch and where, what is accepted and what is not, how the holidays are celebrated - and now half the road to friendship with colleagues is already behind. Well, no one canceled professional achievements: everyone will be glad to see a competent person. Listen more, write down, be precise and accurate.

Imagine that your new colleagues are good friends. Imagine in your mind the situation of your friendly communication as detailed, detailed and accurate as possible. Scroll periodically this picture in your thoughts, and you will not notice how it becomes part of reality. At the same time, do not forget about manners. If the team consists mainly of employees, pay close attention to office clothes - and God forbid you confuse their names!

Don't curry favor

I believe that whenever there is an opportunity to show your professionalism, you need to act, but you need to do it competently and wisely. Demonstrate your ideas and achievements at first only to the person who directly gave you the task. Do it calmly and without bravado. Rumors have a high speed - everyone will quickly find out that you can do a lot, and you will not need to personally notify your colleagues of your achievements, generating unnecessary feelings like envy and rivalry. Too obvious activity in a new place can cause comments like “curated” and hostility of colleagues. Therefore, try to keep them in the dark about your conversations with your superiors for as long as possible. And if information about your achievements nevertheless spread around the office, refrain from pride (even if justified) and pretend that you were just lucky. Such modesty will do honor to any professional.

tune in

In my opinion, for better adaptation in a new team, much attention should be paid to communication with colleagues, not forgetting, of course, about direct professional duties. Ideally, if the team has a special person from the personnel department who will introduce the newcomer to the team and give the necessary recommendations. A person who is confident in the goodwill of his colleagues will reach new heights faster than an intimidated beginner.

If there is no such employee in the company, then you will have to take the hit and get to know colleagues on your own. Here the recommendations that we gave above, personal charm and experience will come in handy. Very right - to discuss the possibilities career development at the interview, in order to immediately understand how and where you can develop in this company. But even if you haven't, all is not lost. After you become your own in the team and understand the rules of the game, make up for yourself rough plan actions and decide which position could be next on your track record. Don't be afraid to set long-term goals: the higher the bar, the better the result. But do not get carried away with high jumps - sometimes calm communication in a team and the feeling that you are in your place are more expensive than any promotion.

Additional Information

Special advice for novice leaders of the weaker sex: even if you are an extraordinary person, when adapting to a new team, stay a little like everyone else, this is useful. Favorite red dress or exquisite blouse from Salvatore Ferragamo is not the best option to get to know the team, as well as shabby jeans or a sweater. Classical business style, a minimum of accessories, a neat hairstyle and manicure. And God forbid you confuse the names of the female part of the new office!

Hello colleagues! Reviewed last quarter's customer inquiries and found that the topic came up more often than usual how to introduce yourself to a manager in a new team. I have a suspicion that such statistics are not accidental - crisis processes in the economy are always associated with the migration of personnel. It is especially popular to hire young managers without experience. Namely, they face the described task.

In this article, we will figure out how to get to know the team correctly, so that initially, how to behave when meeting, what can and cannot be done.

I will try to state the topic as much as possible in essence - and you will immediately be able to take some tricks into service.

In the new team

The human psyche is designed in such a way that you always strive for a state of balance. Biologists call it homeostasis. This is expressed in everything:

• for example, when you are already, if you do not use it, you quickly roll back to the previous level
• when you do not drive a car for a long time, the acquired skill disappears
• making 60 outgoing cold calls, before you did not experience any inconvenience, and after half a year without calling you already feel that you need to force yourself

Exactly the same with public speaking. Experienced negotiators and business coaches feel like fish in water in public. Those who speak infrequently begin to worry, sweat, speak too quickly or confuse words. And if this, for example, is the first speech of the leader in a new team, you should take it even more seriously. Our task is to understand 2 algorithms - how to calm the physiology, and how to behave from the point of view of business etiquette.

How to introduce yourself to the team? Psychophysiology

If you intend to spend the first day with new subordinates without embarrassment, it is enough to understand the standard principles of preparing for public speaking:

1. Personal rituals . Many have them - dress in a happy suit, put on the most expensive watch or shoes, take a wad of money with you (yes, I remembered this from practice). The main thing is to raise self-confidence at the pattern level.
2. Conductor . It will be easier if you have an assistant assigned to you on the first day who will tell and show you, take you to the right places and fill the void when you do not know what to say. From experience I can say that it is better to abandon the guide-boss in favor of a secretary or office manager.
3. Breathe right . To prevent your heart from jumping out of your chest and your palms not to sweat, try breathing according to the 4/7/8 pattern or the Buteyko method. Here is a link to Wikipedia >>> It works.

The second important direction is the understanding of business etiquette. You have to prove yourself right on the first day. I will give the most important, but which are forgotten when you need to introduce yourself to the team, the rules:

• No familiarity and such words . You are the leader and you should act accordingly.
• Talk less . No need to be a parrot, even a minor joke on the first day may not be perceived correctly by subordinates. It is better to forget details about your family, past employer, etc. for the first time.
• Ask questions . If the team is up to 20 people, accept to call subordinates to the office / meeting room, and talk about business. It is important not to move on to topics like “what would you change”.
• First 100 day rule . During this period, it is worth refraining from changes. At least not to declare to employees that "we will change this and that and save the world." Scare and piss off.

Remember that any universal solution is not a panacea! My article is based on the experience of various leaders who also had the task of introducing themselves to a new team in different business areas. You need to draw conclusions and develop your vision.

Darina Kataeva

Changing jobs and getting to know a new team is a serious and quite responsible process. You will definitely not have another chance to make a first impression, so your main task is to make every effort to be remembered by the team with the best side. But how do you introduce yourself? What are some actionable tips to help you feel confident?

Where should you start?

In order to present yourself as a person in a favorable light, your main task is to carefully prepare. Even when talking with the employer, pay attention to the team, the conditions of communication between employees. Pay attention to who will meet you in case of employment and who you can contact in case of various situations.

1. Assess your appearance.

Although employees will later appreciate you for your professional and personal qualities, the first thing they will remember is the appearance, which means it must be perfect! At the same time, choose comfortable clothes that would not give you additional discomfort.

1. Never be late on your first day of work.

Think ahead about the route you will take. If there are regular traffic jams, then leave early so that you are not late in any case and do not present yourself as a non-punctual person.

1. Gather everything Required documents. You should have everything ready for the upcoming work.
2. Update your knowledge of the company and, if possible, inquire about employees. If you get acquainted with the professional skills of the team, their personal characteristics, it will be easier for you to be in a new team, as if you already know the new employees!
3. Relax and sleep until the first day of work. Since the first day of work is difficult and affects a lot of your strength, you need to take a break. Go to bed early to get enough sleep.

With such careful preparation, your first working day will leave only pleasant memories in your heart!

From your behavior appearance and skills depends on the attitude of the new team towards you. In this case, your position and the person instead of whom you were hired for this job play a significant role.

1. If you are an employer.

It is quite difficult for the new leader of an already established team. Psychological pressure is inevitable, while the whole team will definitely “check” the new bosses. Be sure to check with Human Resources about the environment at work, who is the opinion leader, and who is able to influence others.

Don't go out of your way to impress your team members! Be yourself, but be firm when making decisions!

Goodwill and sincerity are the main factors that are especially important when building good relationships in a new workplace! Don't try to please everyone, it's basically impossible! In no case do not go on about the team, keep your opinion and be firm in decisions.

1. If you are a team member.

According to the rules at any workplace, the boss introduces the newcomer to the whole team. However, in fact, the employer himself knows little about you. Therefore, how you are perceived depends only on you! It is important to carefully prepare so that there are no unpleasant pauses during the conversation with employees.

Apply these tips:

• Tell us a few funny and funny things about yourself and your life. fun facts. This will bring the team closer to you and relieve tension.
• Mention your hobbies and interests. This will allow you to find a person with similar interests among the team.
• Pay attention to the reaction of the team. Change the topic of conversation as needed.
• Tell us about your personal, family, circumstances and reasons for changing jobs. However, don't go into details, leave something mysterious and mysterious about yourself so that employees develop an interest in your personality.
• Be a good listener and don't interrupt when the other person is talking.
• Be interested in others. Remember that people love to talk about themselves, so let others talk about their lives or hobbies too.
• If you make a mistake in the performance of work duties, do not hesitate to ask for forgiveness! This makes a good impression and indicates your lack of pride.
• Feel free to ask for help. It is advisable to choose one or more people with whom you are already comfortable. Asking for help like this will bring you closer to the team.

Some employees like to meet and socialize outside of the workplace. Do not miss this opportunity if you have been offered to go together. At the same time, do not impose yourself, make every effort so that the team itself wants to communicate with you!

During informal communication, do not discuss anyone from the team in a negative light. You are just a beginner there, which means that many will try to test you. It is also not worth talking secretly with people unfamiliar to you. Information about you will be quickly transferred! Remain calm and have casual conversations. Remember that in the future, the first day of work will be remembered with humor, so do not worry and do not be nervous without a special reason!

January 15, 2014, 11:18

"Personnel officer. HR management(personnel management)", 2012, N 11

PROBLEMS OF MANAGEMENT CHANGE AND BUILDING RELATIONSHIPS WITH THE TEAM

Don't worry about people not knowing you

but worry about not knowing people.

Confucius

The article discusses the problems that new leaders may face. Recommendations are offered for the successful adaptation of a new leader in a team. Typical errors are analyzed.

The change of leadership is a chance for the company to achieve better performance. At the same time, the change of leadership at various levels is always a stressful situation both for the team and for the new leader himself, fraught with almost inevitable conflicts.

What to prepare for?

Of course, the specifics of the situations that both the leader and the team face in this case, and therefore the specific causes and severity of conflicts, largely depend on many circumstances preceding and accompanying the change of leadership. At the same time, a number of problems associated with the change of leadership are the same at all levels of management. Will the "newcomer" be able to quickly develop a strategy? Will he have the same organizational skills as his predecessor? How will he cope with the expected turbulent changes in the market? Will he be able to motivate employees and make them believe in the correctness of the overall strategy? These questions, in one form or another, tend to arise with any change in leadership.

It is possible to single out quite typical situations (and conflicts) that a new leader faces, namely:

Situation 1. Before the arrival of a new leader, "stagnation" reigned in the team. If not all, then many were satisfied with it. The new head, literate, competent, sharply increased the requirements for almost every member of the team, which caused a negative reaction among many, hidden and obvious resistance to the proposed changes.

Situation 2. The level of development of the team is much higher than the level professional qualities newly appointed leader. The newly appointed leader puts forward his "program", but the team, relying on the traditions and attitudes that have developed in the team, does not accept it, and offers its own development program, which does not coincide with the position of the leader. As a result, the motivation of employees and the effectiveness of their activities are reduced.

Situation 3. The team has its own authoritative enough professionally competent leader. The appointment of a new leader was a surprise to many. As a result, the team is trying by any means to reject, not to accept the new leader, especially since the style of his work does not suit many. The situation is dangerous with a possible "split" of the team, diverting the efforts of the team to conflict interaction.

Situation 4. The team accepted the newly appointed leader well. Most of the team members highly appreciated his organizational, professional and personal qualities. However, already at the very beginning of his work, the leader encountered one of the members of the team, who also applied for a leadership position. This "failed leader" constantly questions all the innovations of the leader and sets the team against their introduction, contributes to the deterioration of the socio-psychological climate in the team.

Situation 5. A new leader arrives and begins to bring in his people - reliable, proven, whom he knows at work. In a team, a tense situation of confrontation between two teams may arise. Most often, for representatives of the "old" team, dismissal is a matter of time, and within a year after the change of leadership, they still leave.

Situation 6. The former leader leaves for a new job and takes his team with him. In this case, not only a "brain drain" often occurs, but also confidential information, ready-made developments, loss of customers. If the former leader leaves offended, then the opportunity to take away key specialists is a way to get revenge. This is the most dangerous situation for the company: it is obvious that for retiring employees this leader is a leader who means more to them than the company itself with its products, market image, corporate culture.

Factors that determine the success of a new leader

A conservative estimate is that about a third of all people appointed to a new position fail within the first year. For companies where this has happened, such leadership changes are very costly. And for a leader, a failed attempt to occupy a high position can be the beginning of a career collapse.

The question arises: why, in one case, the change of leadership leads to an improvement in the situation, and in the other, the newly appointed leaders fail? John Gabarrow, professor of human resources at Harvard Business School, analyzed the transition process to high levels leadership, came to interesting conclusions.

The first conclusion was a confirmation of the classical personnel policy. People who had previously worked in the same industry were more fortunate than people from outside. They were able to quickly adapt to new situation and distinguish between the important and the unimportant. Their approach to problem solving was somewhat one-sided, but the ability to act quickly outweighed this shortcoming.

The second conclusion debunks the myth of rapid leadership change. The process of transferring a position, usually accompanied by structural and personnel changes, often drags on for more than 1 - 2 years. At the same time, this period is characterized by a typical set of actions and observations. Most executives begin their first major transformation after 3 to 6 months. This is followed by a phase of intensive observation with the acquisition of deeper organizational knowledge. Approximately in 12 - 18 months the second phase of transformations begins.

The third conclusion: the decisive factor that distinguishes successful leaders from less successful leaders in new positions is relationships with key people. Three out of four new leaders had poor business relationships with their closest colleagues after 12 months. There were conflicts between them about setting goals, leadership style, and criteria for effective work.

IN to no small extent the result is determined by the qualities possessed successful leaders(table). Managers who have successfully taken office understand the importance of good business relations with key people and develop those relationships. They skillfully get along with predecessors and secret applicants for the position, establish the necessary connections and achieve significantly greater success in the implementation of plans.

Comparative characteristics of the qualities of leaders

Leaders who are successful in new position

Leaders entering the new less successful job

More educated and more deep knowledge; quickly separate the important from unimportant. Identifies key figures and develop relationships with them. Skillfully contact with secret applicants for the same position with predecessors; establish necessary connections and are guided in team. Understand how to tie a multitude problems into a single task and inspire the team to solve it. Find understanding with their direct superiors regarding strategy and style guides. Have experience in transition guides; inspire confidence subordinates, as they are able correctly assess the situation

Often new to the industry; them must first be oriented in the situation, but it needs too much time. Too much focus on tasks to be solved and don't pay enough attention developing trusting relationships in team, which is why often are single wrestlers. Working in many areas at the same time, without convincing strategies; focus on eliminating weaknesses, concentrating on the essentials. Doesn't clarify vague expectations their immediate superiors. Unprepared for the unexpected; concentrate on production transformations, giving too much little attention to needs subordinates

Managers who have successfully taken office have a number of other qualities that distinguish them from less successful leaders. They manage to connect many different topics, problems and expectations into a clear and visible concept. They are able to inspire employees with a vision of the future and motivate them to be especially diligent in their work.

Another quality that distinguishes leaders who successfully enter a new position from those who are less fortunate is their resilience in crisis situations. They do not panic and inspire confidence in their employees that the goals set will be achieved. Most often this is due to the fact that they have had to change leadership positions more than once, and they know what this entails.

Knowing the industry, developing good relationships with key people, developing a shared perspective, and inspiring confidence are some of the factors that separate successful managers from less successful ones. These are not innate properties, but qualities acquired as a result of practical experience.

What must be done

1. Actively meet expectations. The most constant thing that accompanies a change in leadership is expectations ("Let's see if he can improve our image?", "First of all, we need better material support"; "It would be great if we finally became a well-coordinated team," etc. d.). To soberly perceive expectations, including overestimated ones, is the main task facing a leader who wants to successfully accept a new position.

The expectations of senior management are often unknown to new leaders. Contrary to the requirements for clarity of purpose, in such a decisive event as the occupation new position, managers prefer to refuse to refine expectations. When it comes to talking about it, it is about quantitative indicators, and as important expectations are listed an increase in turnover, a more favorable difference between the planned revenue and variable costs, cost reduction. Since new leaders tend to refrain from clarifying expectations lest they appear "unreliable," misunderstandings become preprogrammed. Many managers often do not ask about the most simple things such as the time frame for achieving success in a new position. The situation becomes even more complicated if the managers come from another department or from another enterprise. In this case, they tend to focus on the terms of the contract and their prospects. They often refuse to characterize the situation on which their future success depends, not having a clear idea of ​​what consequences this will turn out for them.

Take note. What questions should a new leader find answers to?

What are the top three goals for senior leaders in the first six months?

What has been done in the past two years to achieve these goals?

How do senior leaders explain that the intended goals have not yet been achieved?

How different are the explanations of subordinates from the assessments of superiors?

What expectations do senior leaders have for subordinates, customers, and suppliers of a newcomer?

What do senior executives think is more important for success: employee trust, relationships with customers and suppliers?

What personal and job changes have already taken place as part of the leadership change?

Who do senior leaders think will feel left out?

Who has been actively involved in overcoming the difficulties of the transition so far?

Who has been involved in making important decisions so far?

The expectations of subordinates seem at first glance clearer (“At last you are here. First of all, you should staff our unit”; “What we urgently need is new personal computers"; "You have good contact with the external service group, maybe you can make them interact with us better," etc.). However, subordinates openly express only part of the expectations. First of all, they clearly formulate those expectations that are associated with solving old problems.Subordinates are more restrained when expressing their personal expectations.Subordinates are also interested in whether the new boss will be able to improve the psychological climate in the team, whether they will have chances for professional development, will the new leader be able to better represent them on the side? These are the issues that worry them, but are not always talked about.

Take note. Unspoken expectations in leadership change

From the top management:

Do it the way I would.

Act as quickly as possible.

Be loyal.

Please support me in my position.

From subordinates:

Solve our problems at low cost.

Show that you can't do everything.

Don't try to force us to change our positions.

Show concern for our development.

From colleagues:

Give us new ideas, but in such a way that our work is still appreciated.

Respect our achievements.

Do not enter into "alliances" directed against us.

Check out our "rules of the game".

The task of the manager is to clarify, along with open expectations, unspoken ones, realizing that expectations are wishes, ideas, hopes, proposals for solving problems and motivations, but not a program and not tasks that are in without fail should be decided. They are a mixture of emotional wishes and business proposals for solving problems, often contradicting each other.

Typical mistakes in working with expectations:

Attitude to expectations as to tasks that should be performed immediately;

Careless attitude to the expectations of colleagues who want respect and recognition;

Ignoring the unspoken expectations of senior management;

Lack of attention to the expectations of employees regarding their stability and confidence.

2. Develop relationships with key people. Relationships with shareholders, superiors and subordinates, as well as with clients and colleagues, are in many cases critical to a successful change of leadership. Because misunderstandings in relationships that play an important role easily lead to failures that, in the difficult initial stage of taking office, can hardly be corrected. And if the actions of the new leader are also blocked by other disappointed applicants for the position or secret competitors, then the situation will become even more complicated.

It would be a mistake when changing leadership to neglect the secret applicant for the position. Show him that you understand his frustrations and discuss the possibilities in detail. business cooperation. At the same time, however, you must realize that it is not your fault that he is disappointed. Mistakes are often made in such situations. Disappointed applicants are given promises and expressed hopes for future prospects. Support in such a situation is to meet the disappointed applicant with understanding and ask him a business question: how does he imagine future cooperation? It is his task to survive his disappointment. Your contribution is to offer him a fair choice and thereby "build bridges" in the relationship.

Take note. How to Build Relationships with Disappointed Applicants and Secret Competitors

1. If the applicant for your position is in your new team, try to contact him for advice.

2. Express understanding for his frustrations and discuss the possibility of business cooperation. Important point A: You can't eliminate frustration.

3. If the applicant is very disappointed, try to "build bridges".

4. Draw his attention to the nature of the relationship you are proposing: an understanding of his frustration and a businesslike discussion of constructive cooperation.

A special theme in the change of leadership is the relationship with the predecessor. Here, not only the relationship between the new person and the predecessor, but also the employees with him, plays a role. They will inevitably compare both key figures and create a general mood of covert competition. Almost everything that the new manager does is compared with the actions of his former leader and thus depreciated to some extent. All the errors that have now come to light are being projected onto the "newcomer" to protect the leader so long valued.

In this case, what position the predecessor occupied plays a big role. If you went for a promotion, then it is usually easier. If, from the point of view of employees, the management of the enterprise treated him inappropriately, then the loyalty of employees towards him is ensured, and the "newcomer" will have to face a difficult situation. One of the options for a relationship with a predecessor who has gone on promotion is when he becomes a higher leader. Then you will have to deal not only with the difficulties associated with the transfer of his powers, but also with constant comparisons with him by employees.

Take note. Some questions that you need to know the answer to avoid competition with the predecessor

1. How are you different from your predecessor?

2. What difference is important to you?

3. How can you justify this difference besides saying that your predecessor made a mistake?

4. In what area was your predecessor perhaps better than you?

5. Suppose that your predecessor is still working in the department - what would he certainly not agree with?

3. "Invitations" that are better not to accept. "Either you or me" or "First you have to show us if you can do it..." or "Because you can do it much better than your predecessor", or "Finally someone can tell us how we'd better get organized" are the "invitations" that accompany many leadership changes. They are more or less overtly worded recommendations to the "novice" which then, if he accepts them, will lead to serious difficulties. The problem is that at the moment when you agree with the proposed point of view, hiding under the guise of these "invitations", you are responding to the negative expectations of your interlocutor. Thus, such situations easily turn into "vicious circles" leading to the result that was already predicted in advance. Such "vicious circles" do not only arise in connection with frustrated employees. They also often appear in the relationship between the team and the new leader, and above all in a situation where the team has worked very successfully (maybe even for a long time) without a leader.

Experienced leaders in such situations show patience. They know that it will take some time for the staff to get used to the fact that they are no longer alone and that they will inevitably have to step down from the duties they have hitherto carried out on their own. They also know that it is only a matter of time before the constant challenges of daily work give them the opportunity to become active.

During the transitional period, leaders are limited to collecting information, making contacts and solving typical current tasks. They ask employees to take part in customer receptions and meetings. But first of all, they get acquainted with what is functioning successfully, so that the team does not get the impression that they want to destroy effective structures.

No less problematic is the classic savior situation. If the team has long been looking forward to a "newcomer" who will show the talent of a manager, then following this "invitation" would be one of the greatest mistakes that leaders can make. While the "newcomer" often does not yet know where he can provide support at all, the team will feel more and more unable to work effectively. After a fairly long period of time, the manager will wonder why he is faced with ever-increasing resistance. The team resists admitting to being unilaterally defeated and strives to ensure that the recommendations of the leader also do not work.

4. Formation of a network of relationships. When forming relationships in a team, it is necessary not only to identify key figures, but also to take into account factors such as loyalty, competition and frustration. It is necessary to have contacts with subordinates who will allow different opinions to be evaluated and provide the necessary support for carrying out activities. This is all the more true since most of the projects currently being implemented require the support of more than just direct reports.

Expert opinion. Anton Kalabin, business coach, founder of the training company "School of Charismatic Leaders":

When a manager comes to a company from outside, he usually makes one of two mistakes: he quickly tries to change the system of work without having time to understand its specifics, or, conversely, he takes a long time to delve into the essence of the matter. In the first case, if he does not explain to subordinates why new system better than the old one, they sabotage his endeavors. In the second, when a person takes too long to figure out what's what, is afraid to make sudden movements, he himself becomes part of the system and no changes occur. Way out: in the first two days, a newcomer should get to know the company, study current documentation, interview subordinates and ask them to briefly write a list of duties that they perform. Dedicate the third day to designing changes, and on the fourth or fifth day to start a "revolution". Changes must be introduced gradually, otherwise new technologies will not bring the desired effect. In any case, whether the boss came from outside or grew up within the company, he must be a leader and not be afraid to take responsibility. Be professional leader- this is a real art that not everyone owns!

Take note. Some Questions Concerning Gaining Power and Influence

1. Who do I need to partner with to achieve what I want?

2. What point of view will they take and what will they think of my intentions?

3. Who can hinder my intention or lead me astray? Who will be so affected by what I strive for that can interfere with my intentions?

4. What is the basis of my power and influence? How can I further expand my influence to find support for my decision?

5. What kind of relationships do I need to establish in order to receive information about events in the enterprise quickly enough?

Most of the problems arise due to a lack of communication between the boss and subordinates. The new leader is obliged to explain in detail the significance of the steps he is taking. Each employee must understand why it is necessary to work in a new way. The leader can talk about his views on the future at a meeting, which should be organized as soon as possible. Often a leader comes to an already established team, with its own structure and traditions, connections and relationships. And his style of work may not be accepted. Before you break the old system, you need to study it, and only then make any decisions.

How to help a new leader

The process of adaptation to leadership position can be divided into three stages:

1. Listen and tune in. Actively and as quickly as possible to understand the goals and general tasks of the unit. Understand what each of the subordinates does and what he is capable of. Identify "bottlenecks" in the activities of the unit, the elimination of which will provide the greatest increase in labor productivity and the quality of the work of the team. With the help of the former leader and subordinates, one should carefully consider what was done or what was supposed to be done to eliminate the identified "bottlenecks".

2. Determine immediate goals. Outline projects to eliminate "bottlenecks". Select from the proposed projects no more than one or two, based on the following criteria:

importance and timeliness. The project should be aimed at solving problems that are vital for this unit and have long been waiting for their solution;

Measurability. If the results of the project implementation are not obvious and measurable, then the performers will not be able to assess whether they managed to achieve anything under your leadership and whether it was worth it for them to try so hard;

Short term. The implementation of the projects you have selected should bring tangible results no later than 4 - 6 weeks, otherwise the enthusiasm of the subordinates will begin to fade, which means that they will work less diligently;

Autonomy. At first, it is necessary to take on only those projects that can be implemented within the powers of the new leader and with the available resources. All projects that require additional approval from above or the allocation of additional resources should be postponed until later;

Persuasiveness. The implementation of selected projects should confirm the ability of the new leader to successfully use progressive methods that have not previously been used in this unit, or the ability to significantly increase labor productivity in the unit.

3. Organize and get the job done. To achieve the intended goals, it is necessary to carefully plan the work on the implementation of the project. It will also help to assimilate the style of the new leader to subordinates on the go and prepare for more complex tasks in the future.

When developing the habit of achieving your goals, at first it is advisable to adhere to the following recommendations:

Set clear, extremely specific goals for each employee;

Approve each employee's work plan, which clearly indicates what and when he is obliged to do;

Continuously monitor project progress through brief weekly written reports from each individual or weekly workshops.

The HR department of the company faces two main tasks when changing management:

The first is to promote the speedy adaptation of the new leader (leaders) and the gaining of trust in the team by him (them);

The second is to carry out work to retain key specialists of the company and assist them in establishing relationships with the new leader (managers).

N. Saltykova gives an example of a comprehensive program that provided a solution to the problem of changing the leadership in the company and included: measures to adapt the new commercial director; measures to identify motivation, ensure loyalty and retain key employees; measures for the professional development of employees; corporate events aimed at maintaining the corporate spirit.

In accordance with the developed program, on the day of the arrival of a new leader, a general meeting was held in the office, at which he was introduced to the team. In the internal corporate network - the Intranet and the corporate newspaper, information about him was posted in advance: short biography, information about professional achievements and the most interesting projects carried out under his leadership. All heads of divisions (including directors of branches) were invited to a conversation with the new commercial director to discuss the results achieved and plans for further development.

The personnel service developed two types of questionnaires: 1) special anonymous questionnaires, with the help of which they hoped to find out the mood of employees, their concerns, attitude towards the new leader and events taking place in the company; 2) questionnaires to identify the motivating factors of each employee, their wishes in terms of further professional and career growth. All the data received was processed and used to develop a further strategy: revision of motivation schemes for various groups of employees and remuneration schemes, advanced training programs, internships, staff rotation, creation personnel reserve for learning to move forward.

The Human Resources Department compiled lists of key employees in which the company was most interested: heads of departments, the most successful sales managers, the most qualified specialists. Separately, informal leaders were noted - it was they who had the greatest influence on the team. Conversations were held with each employee from this list, in which company executives and representatives of the personnel service took part to identify moods, problems, career and professional interests, personal interest in further cooperation, attitude to what is happening. As a result of the dialogue, each employee felt the company's interest in him and saw new prospects for himself.

The information obtained as a result of this work was used to draw up a professional development plan for key employees: a personnel reserve group was created, a number of employees were nominated for training with a view to further promotion, and a personnel rotation scheme was developed.

Additional trainings were organized for the sales department, a number of employees got the opportunity to go on an internship abroad, in addition, corporate courses began to operate in the company in English. All these changes were received very positively: the new opportunities that opened up also reflected the wishes of the employees themselves.

A new remuneration scheme for the commercial department was developed and approved. This increased interest in achieving higher personal selling results.

The company has carried out a number of corporate events: a banquet on the occasion of the founding of the company, rope training, a new tradition was laid to hold general meeting for awarding prizes for achieving the best results.

As a result of well-thought-out and well-coordinated actions of the management and personnel service, the company managed to solve the set tasks: to save not only the team, but also customers, and at the same time, their positions in the market.

Expert opinion. If a young leader came to a company where subordinates are much older and more experienced than him?

Inna Mozhayskaya, General Director of the HR company Mozhayskaya and Partners:

Biological age is a relative concept. In this situation, psychological age is much more important, which reflects the level personal development man, his psychological maturity. The main mistake of young, ambitious and immature leaders is to compensate for their youth and lack of social experience with tough, authoritarian, and sometimes dismissive behavior.

What to do:

Try to evaluate yourself as objectively as possible. Accept that the experience is really small compared to subordinates, while seeing your pluses.

Respect professional experience senior subordinates. Consult with them even when you are forced to make a sole decision.

Be able to admit your shortcomings and mistakes. Only strong man can say "I don't know".

Share responsibility, be a team member.

What not to do:

It is artificial to "change the curtains for our own": one's concepts and organizational arrangements in a mature team must be introduced gradually. If you do this right away, without understanding, the subordinates may decide that the leader is not very smart and hasty, and this does not work for the image of a successful department head.

Demonstrating contempt for the predecessor or discussing his work: it is not customary for officers to talk about each other in the presence of soldiers. Moreover, the previous leader could well be deservedly loved by his subordinates.

- "Tighten the screws" - from the threshold the new leader is still a guest, it will look impolite. Entering the open door, you need to penetrate, understand. Otherwise, the door of trust will slam shut, alas, forever.

Yulia Luchaeva, Development Director of the Agency strategic development"ASTRAR":

A new leader, regardless of age, as a rule, is faced with doubts: should he dissolve the old team, gathering a new team for himself, or try to "befriend" the old one? Both your own career and the work that is entrusted depend on the correctness of the steps. It is clear that not everyone in the department will survive the change of leadership, but retaining those who are valuable to the company, preserving human capital is the main task for the manager. At a younger age, according to sociologists, a leader is more likely to make rash decisions, less appreciate constancy and professional authority. Therefore, it is important to weigh more and trust the professionalism of others, and to hurry up and do everything yourself is less. It is possible to dissolve a department and hire new employees, but the cost of firing some, hiring and training others is so high that often the company, after such a mass exodus, never rises to the lost level of professionalism of its employees.

What to do:

Look for common ground between your vision of the work of the department and the ideas of the old guard about it.

Demonstrate respect for the professional authority of employees recognized in the team: consult, be attentive, strive for an impartial assessment of the actions and work of their subordinates.

Strive for sincerity in relations with subordinates: strained smiles hurt more than open dissatisfaction with anything.

Be interested in the lives of people with whom you now have to move mountains. That's right - mountains can be rolled up with people, with employees of the department - only to a stretch to fulfill the plan.

What not to do:

Do not take the position of a "child", offended in advance by all those who are better than him in some way.

Do not compete with subordinates, but manage.

Do not look for excuses for yourself, do not hide behind a "bad team" if something does not work out.

Prepare your team in advance for the arrival of a new leader.

Personally recommend a new manager to employees (even before a new employee enters work, tell the team about his achievements, previous work experience and tasks in a new place, introduce the newcomer to the team on the first working day, show that you are interested in the team accepting him).

Tell the new employee to step probationary period he did not hesitate to contact you on any issue, since this is the most difficult period for him and for the whole team.

Do not set difficult goals for a beginner.

Prepare the team for the changes that will begin with the arrival of a new leader.

Bibliographic list

1. What to Do When There Is a New Manager & Conflict Arises [ Electronic resource]. URL: ehow. com.

2. Fisher P. A newcomer in the chair of the chief. M: Interexpert, 2001.

3. Shibalin Yu. A. First confident steps in a new position. [Electronic resource]. URL: elitarium. ru.

4. Salnikova N. Change of leadership. How to retain key employees // Personnel management. 2008. N N 1 - 2.

5. Barmakova N. How to manage conflicts between old and new employees // CEO. 2008. N 9.

6. Konovalova VG Overcoming personnel resistance // Kadrovik. Personnel management. 2009. N 3.

7. Susan M. Heathfield. Leadership Rewards and Recognition. [Electronic resource]. URL: human resources. about. com/od/leadership/a/leader_reward. htm.

8. Example Leadership Skills List: 10 Great Leader Qualities. [Electronic resource]. URL: what-are-good-leadership-skills. com/example-leadership-skills. html.

9. clerk. ru, main job. ru, km-magazine. ru, delovoymir. biz/en.

V. Konovalova

deputy head of the department

personnel management

State University

management,

laureate of the Government of the Russian Federation

in education

Signed for print

• Corporate culture

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