How will you start your new job?

How will you start your new job?

Do you just start or transition into the new position?

Starting a new job is stressful for both the manager and the legacy employees. Often during the final interview, hiring managers will discuss challenges the successful candidate will face. Once the job offer is accepted the successful candidate begins planning based on what they heard during the interview. Concurrently, the legacy employees are awaiting the arrival of the “new manager”, not knowing what to expect.

So, it’s the new manager’s first day with big plans and anticipating everyone has the same excitement they do. Here is my question to you, is it better to jump in and begin implementing plans or is it better to stage the changes and transition into the new job? I have experienced being the legacy employee and the new manager. There is a definite difference how new managers are received – like a mirror, you get back what you send.

Through the years I have seen new managers, directors, consultants, and management companies start a job thinking their way is the how the company should operate. Processes are changed and plans are implemented before employees understand what is happening. Unfortunately, this practice does not take advantage of the legacy employee talent or intimate knowledge of the company’s history and culture. Change can be difficult, especially when people do not understand the reasoning behind the changes, why they are necessary or the benefits they offer. Uncertainty can lead to slow implementation and an unwillingness to adapt, often resulting in an undermining attitude toward the new policies and the manager himself.

Managers who start a new job and spend time getting to know the legacy employees often learn the history of processes and changes. Employees who feel trusted, respected, and involved will help develop changes and improvements. The initial investment in getting to know legacy employees will pay dividends simply by making your change management process smooth. Working with staff and getting their buy-in will not only improve the speed and quality of change it will also encourage dedicated employees to help others work through the changes.

I started a new job and during the first few weeks I worked to learn the systems and the facility. I also took time to understand what was important to the current staff, and made an effort to befriend my new employees. This proved beneficial; people trusted me as they learned that I was there to help them, and they felt my focus was to help them do their job better.

As someone who has first-hand experience with a new manager, I understand the effect it can have on employee morale. At a previous job, my company hired a new manager who was to be my boss. Changes were made immediately, simply because they could. The only communication was, “this is the way we work”. Employees were frustrated and did not understand the changes, and the mantra became “it seems there were changes just to have changes”. This created a divide which never resolved. The lack of explanation stifled any consensus or camaraderie amongst the employees.

When I was hired for my current position, I prepared to start in my new role and wanted to go one step further. I asked my new boss for a meeting to plan out a transition strategy. We developed a plan that would allow me to blend into the company with little impact. Day 1, I was given a tour where I met people in all departments and had a little time to learn what they do. I was introduced to my staff and spent the afternoon talking with each person. Through the remainder of the week I was introduced to the Directors and spent time learning what was important to them and how I can help them. We also talked about their view of my department.

Using the information gathered during the first couple of weeks I then developed a plan. The plan included prioritizing changes, discussing the changes with the staff and using their input to finalize the change process. Each change was implemented without surprise and with full cooperation of the staff. They are welcome to provide feedback in a constructive manner and when appropriate their feedback is used to redirect the change. Slowly we developed a team approach where we help each other learn and grow.

In conclusion, how would you start a new job? It comes down to your personality – you can choose to work with people to build your success along with their success or you can choose to work towards your own success. We each make our own decisions and hopefully learn from mistakes. Does it make a difference how you start a new position? You have to decide what works best for you. However, it is imperative that you decide whether success is based on your performance, or that of your employees. Being supportive of your employees will create an environment in which no one is afraid to discuss their concerns or ideas and will help you succeed in meeting your own targets and goals. We can use our authority to instruct people in what to do. But we cannot force them to be supportive. That only develops through trust, understanding, aligning goals, and your willingness to help them succeed.

Michael Walton

Director of Facilities