A New Boss

A New Boss

Change Article 2

The first phenomenon of change is often a new or renewed boss. The recent transitional political events we have witnessed reminded me of a management dilemma we faced several years ago with a manufacturing company whose shareholding was in transition. We were landed with a new CEO. Everyone was hit by a wave of disoriented excitement. It took us an inordinate amount of time settle down to work again. Why? Because we did not know how to deal with the new boss. Given the fact that new boss was from a foreign country and culture complicated matters severely. The management team could hardly speak his language yet the rest of the organization looked to us as managers to give them some leads as to what this change would mean. This picture will be repeated in many private and public sector organizations in the coming days. So how do we successfully manage change occasioned by a new boss?

 

As we were to find out the excitement was momentary. The gruesome grind of daily business was bound to take over. As the demand for results took center stage, focus turned away from the new boss on to us -the managers! Why? Because all the promises the new boss made, we as managers, were expected to deliver. Managers, faced with such unfolding events, will initially feel embattled and threatened by the new expectations. And, it is tempting to treat change like the enemy. Change in itself an awesome animal, but coupled with a new boss it can be a rather unwieldy challenge. Several initiatives need to be taken to help managers also make a transition to become change agents and successfully address change. This must take place before we develop ways to implement strategy developed from the leaders policy.

 

1.      Recognize the new leader.

 

What does this mean? Do not be fooled. Everything is about to change. The old has passed away. With a new boss comes a new leader, new style, new image, new attitude, new leadership and new vision. As managers, we will be expected to reflect the same. This means that the managers first responsibility is to understand the philosophy, spirit and the motto of the new leader in order to cope with the expectations of the leader. As managers we must not only be aware of what the leader wants done, but also how and why they want it done.

 

Understanding the basic approach the leader has to the job leads us as managers to examine our own values in relation to the job at hand. If we find that we cannot subscribe to the new wave or that our own value system cannot allow us to effectively participate in the process, it would be wise to step out and let someone else who is a believer take up the managerial shoes. Do not hope to remain on board and maintain a low unnoticed profile. It can, and will be held against you.

 

2.      Determine the expectations

 

The new boss may not and need not give technical details of his or her expectations. Be prepared as a manager to help define your new terms of reference and help the boss along with the process. After all, you do know more about the business than the boss, but you are NOT the boss. So do not be seen to be cheeky. Get your boss into the real picture fast. If you give him the wrong picture, you can be sure it is not the bosses head that will roll when the real picture comes to light.

 

If you are going to portray yourself as competent and proficient, please ensure that core facts & data, summarized reports and briefings are immediately available. Develop, propose and help to define an action plan that is practical. If you set realistic goals, you will both win. If you promise the earth, you only have yourself to blame when the boss does not reproduce the earth.

 

3.      The past

 

Tradition is what the new boss has come to address. Don't keep calling up that hallowed past. Get a hold on the future. Throw tradition out of the window. Forget it ever existed. Remember the bosses brief is essentially to change the old tradition and create a new one. However nostalgic, romantic or melancholy the old routine was. Making excuses of how things have gone on around here is not going to help your CV. Tradition creates impossibilities and impracticalities. Tradition defines safety zones and muzzles enterprise. You can't do a new job effectively if you cling to the past. It only creates conflict. Get on with the job.

 

4.      Change yourself

 

We said earlier that if the philosophy, spirit or motto of this new leader does not appeal to us perhaps we should not be on this ship. And there is merit in getting off a ship whose destiny you do not intend to be part of. But if you must remain on the ship then you must change yourself, because failure is not an option. It will mean retraining and changing worldviews, it will mean shifting orbits and changing paradigms. The old adage that the only person you can change is yourself is true. You can influence others, but you cannot change them. So work on yourself, your self-respect and personal esteem. Put your best foot forward and work on the other foot too. Totally disqualify the line, "you cannot teach an old dog new tricks", because hopefully there are no dogs running your office.

 

Our core responsibility as managers in change is to work with the new leader and not against them. Only successfully crafted practical initiatives taken by managers with the support of top leadership yield desirable progress.

 

Allan Bukusi, January 2003