I’ve seen a couple of sad scenarios recently, both in workplaces. A new boss or supervisor has been appointed. They arrive, and within a week or two have managed to create chaos and upset all their underlings. The result? Bad feelings all round, soured relationships between them and their staff, and a poorer service to the folk the business serves.
This happens too often, so, from the wisdom that has accumulated in my old age, I offer some advice to you if you’re about to take on a new post that carries authority.
‘A new broom sweeps clean’ says the proverb. And that’s the problem. You go into your new post determined to make your mark, to stamp your authority on the setup and to crank up the levels of progress and efficiency. You’ll sweep out the way things were done before you arrived and lay a new carpet, one with your name woven into the design in capital letters.
Well, here’s the advice: don’t do it!
Why? Because it never works out well. In the end, people are what count, and your relationship with the employees you are now in charge of needs to be kept as sweet as possible. Over the years, many of them will have helped shape the way things are being done, so if you barge in and bin it all, you are effectively saying to them, ‘You’re a bunch of visionless incompetents’—which won’t make them like you.
Far better to let the existing systems carry on for a month or two, while monitoring them carefully. Focus on getting to know the employees under you and seeing what makes them tick. Yes, some of them might be lazy and self-serving. Take note, and bide your time. But most will be decent people, keen to do a good job for the company and to enjoy their work. Note them, too, and bide your time.
In due course you will be ready to make some changes. But evolution is always better that revolution. Introduce the changes gradually and carefully. Consult first with a few trusted folk, asking them how they would view it if you were to introduce this or that change. You won’t be able to please all of them all the time, whatever you eventually do, but the fact that you have at least consulted them will weigh in your favour.
Then check your own motives. Why do you want to make big changes? Could there be just a smidgin of pride in you that says, ‘Haha! I’m the one in charge now, and I’m going to show them who’s boss’? That’s not a sound reason for changing things. Are you secretly power-hungry, getting a dark sort of satisfaction from making people dance to your tune?
Or maybe there’s a level of deep insecurity in you that craves recognition and obedience from others. If so, you will be bound to over-compensate by becoming authoritarian to a degree unwarranted by your position. And that will alienate everybody.
So, be a new broom with soft bristles. Sweep slowly and sensitively. Keep people on your side. Let them see that you consider them more important than systems and targets. And so may the company prosper! Imagine the after-work conversation between two of your employees, where one says to the other, ‘Tell you what, it’s been tons better working here since [your name] came.’