Plus, Three Bonus Tips from the Team's Perspective
Recently, a friend reached out to me for advice, because he was about to join a startup as the leader of a pre-established team. I shared the following suggestions and tips, based on things that worked for me and those I wish I had done differently, to help him on his way:
- Avoid coming in with a pre-conceived plan. Chances are you’re being hired to fill a void and address current challenges that have been highlighted to you. Do not make the mistake of coming to the table with a pre-determined plan based on these challenges. There are other ways to prove yourself and the value you bring to the table right off the bat. Take the time to learn the challenges and the extent of them for yourself. To do so, encourage your team to be completely open with you. In the process, you’ll earn their trust and get to know them on a personal level.
- Become a sponge. Before you can formulate the correct course of action, you’ll need to learn all aspects of the business quickly. Sit in on as many calls and meetings as you can, and don’t be shy about doing so. Make sure that the team understands that you’re doing it for learning purposes only, so your actions aren’t misconstrued as micromanaging.
- Don’t make changes before you have had time to notice patterns. Give yourself time to notice patterns, and ensure that the changes you make address real problems and not one-off happenings. Making too many changes too quickly, especially when it comes to making cuts, may scare the strong players away and lead your team being guarded with you. It is important that they are open with you so that you make informed decisions. Moreover, ensure that key stakeholders who brought you on board are aware of your approach.
- Give existing team members the respect they deserve. Your relationship with the displaced leader, if they are going to continue on the team, is critical to your transition as the new leader. It is important you give them the respect they need and deserve and that you have a good working relationship with him or her. If the displaced leader is no longer there, make sure conversations with the current team are productive and not simply opportunities to place blame on the previous management.
- Take note of strengths. If you’re too focused on uncovering room for improvement, you may not see what’s working for the team and the strengths of the talent you have. Learn about their hopes and aspirations for their career path and vision for the company. You may be able to leverage their expertise if the company heads in a different direction.
- Do not be afraid to be unpopular. Once you are ready to bring about informed changes, do not be too worried about being perceived as the bad guy. It is important that you share your motivations for the changes and the positive impact you expect the changes to have on the team, the business, and other stakeholders.
In compiling this list, it reminded me of another conversation I had—this time, with the Founder of Lab42, Jonathan Pirc. I told him that when I was hired, the transition was less rocky than I expected, and he was candid in saying that as the leader being displaced, things were tough on his end, but he did his best to make the transition smooth for me. I thought it would be helpful to include Jonathan's perspective as well:
A Founder’s Perspective on Hiring a New Leader
When we hired Gauri as our CEO, I knew she would help us grow the company, but it was difficult at first to give up the reins. Let’s face it: trusting other people with your ‘baby’ is not easy. As a founder, you wonder if they will treat it with the same care and respect that you do. Will they grow it in the same way you had envisioned? Although it’s impossible to ensure a perfectly seamless transition, these three tips made it easier for me, our new CEO, and the team overall:
- Check your ego. Why do companies hire new team members? Simple: to fill an existing void. Do your best to not take it personally. Then, check your ego at the door. At times, that’s easier said than done, but remember you’re working together to achieve what’s best for the company.
- Find common ground. We’ve all heard the phrase, “It’s not personal, it’s business.” But for many of us, our business is personal. Therefore, I found it especially important to connect on a personal level. Finding similarities will help you relate to each other and make for easier interactions and conversations in the good times and the bad.
- Do not assume a smooth transition will happen on its own. I’ve found that having a great “on boarding system” in place allows the new people to focus less on the details about starting a new job and more on getting down to business. It sounds simple, but before they arrive on day one, make sure they have access to basic tools and that technology needs are addressed. Then, focus on educating the new leader by addressing FAQs that have been asked in the past about the company. This is a great way to ensure you’re on the same page from day one.
Given that this is a common occurrence in companies of all sizes, both Jonathan and I are hopeful that providing both sides will help leaders and existing teams transition with ease.
Gauri Sharma is the CEO of Lab42, a next generation market research firm that creates and fields surveys among social media users, customizes compelling infographics, and compiles insightful research that helps businesses unclutter and prioritize goals. Lab42 provides quality, accurate results with quick turnaround for small businesses and Fortune 500 companies alike. Connect with Gauri on Twitter @gaurisharma.
