Take a strategic path in assuming a leadership role

1. STEPPING INTO A
NEW LEADERSHIP
ROLE
Frank Rzeznikiewicz

2.  One of the most difficult situations that a leader can be placed into
is the new company, new role, and new organization. How you
begin your new path is certainly one of the most important
aspects of your team’s perception, willingness to change,
eagerness to resolve, and conquering the pessimism. The first
ninety days are critical to your success and not phasing in
correctly can create damages that can take a year to recover.
You must look at your leadership team from their paradigms and
realize the impact and reservations they may have with you.
There are certain Do’s and Don’ts that come with your initial
participation within the organization. Be aware of them and do
not make these common mistakes.

3.  . Don’t – Do not make any immediate changes to the
organization. The first mistake you can make is to change a
culture you do not understand.

4.  . Do – Become a sponge for fro understanding the business. You
cannot make a strategic plan for a business that you do not
understand. It takes time to understand the paradigms that the
business is run within and the informal and formal
communications, relationships, and interactions. Understand the
business well before you come to conclusions.

5.  Don’t – Do not overact to immediate relationships and alliances.
Initially, you will be approached by and included into some casual
conversations and invites. Do not refuse them but take the
communications you receive as a perspective. Too often, we form
early relationships but find out that they may be tainted or ones
with ulterior motives.

6.  . Do – Reach out to the quiet and standoffs. Some of your best
employees will be those that are quiet and reserved. These
employees may be your best contributors so reach out to them,
start conversations, and ask for input.

7.  Don’t – Do not discuss your plan within the first sixty (60) days
with anyone. It is essential that you arrive to your plan based on
observations and inputs. However, discussion of that plan may
change the way people act and react in their current operations
and therefore your understanding of the work paradigms may be
thwarted.

8.  Do – Speak with customers to understand their concerns and
observations. Speak with all customers at all levels including the
ones that receive your products and perform additional tasks on
them. Speak to suppliers to understand their perspectives and
working relationships. Ask for honest feedback so that you can
improve relationships. Some people may be conservative in their
feedback and not want to hurt existing relationships. Ask for
detailed information that is not only subjective but one based on
data driven questions.

9.  . Don’t – Jump to immediate conclusions. Take the first (60) days
to absorb information without forming any conclusions. If you
form a preliminary option, it could allow you to roll additional
inputs to support your theories.

10.  Do – Reach out to all levels of the organization. The golden
nuggets are usually hidden deep with the rank and file. Hold skip-
level meetings and all hands meeting also. They can be
invaluable in your understanding of the business.

11.  Don’t – Rush the process. Form a strategic plan over time and
base your opinions, actions items, and plan direction on data.
Don’t make purely subjective decisions but validate your opinions
with data.

12.  Do – Enjoy the process as it is the building blocks for your
success. Review the plan and vision with your leadership team
and assure that you have consensus. This is the first steps to
your success as a leader and your will be rewarded if you
complete the transition successfully.