What should new leaders prioritize when coming into a new job? My reflex has always been “everything,” a reaction to the stress of wanting to impress everyone when starting somewhere new.
But “everything” isn’t in anyone’s core competency. Realistically, the easiest place to start is building trust within your department. No leader can be effective without a strong relationship with their team, and it’s something you control, where you can have the biggest impact. Every new leader should feel empowered to connect with their team.
All teams welcoming a new leader have the same concerns: uncertainty about you and what kind of boss you’re going to be. “Are they a jerk? Can we trust them? Do they know what they’re doing? Did anyone warn them about our big deadline? Are they going to support us?”
There’s a simple way you can address these concerns and start on the right foot:
Block 30 minutes with each employee in your first month. Prepare a list of questions that give you a chance to hear from them and learn more about what you’re walking into. Most leaders know that they’re supposed to do one-on-ones, but many fall into the trap of telling, when they should be learning.
Your goal isn’t to show people how smart you are, or to reinforce that you’re the boss. Use these conversations as a foundation for building trust and communication. You’ll have plenty of other work to do to show them you’re the real deal, but this will get you started.
These are the questions I like to use:
“What can you tell me about yourself?“
This is a casual, open-ended way to get the other person talking. It sets a tone that you’re not there to “tell them how it’s going to be”. You’re showing that you want to get to know them and what they’re about. They may talk for 20 seconds or 5 minutes. That’s fine. The more the other person is talking, the more they’re giving you a chance to be a good listener and learn.
“In your opinion, what are the biggest challenges facing our department right now?“
This is one of my favorite questions to ask because every answer tells you something. If everyone says “no big challenges”, that tells you something. If everyone gives you a different answer, that tells you something. If everyone gives the same answer, that definitely tells you something. Either way you gain insight about the department and where your attention should be.
“How can I be of the most help to you?“
This is a healthier alternative to saying “I’m here to help you”. By asking instead of telling, and making a genuine show of support, you set the tone for your relationship. However, just because they ask for something doesn’t mean you can (or should) lean-in. Be prepared to take a neutral stance, especially with stickier topics. Either way, it will serve you to have an idea of what kinds of things your team thinks they need from you (and why).
“I know it’s always tough to have a new boss. Anything you’re worried about?“
Depending on how the conversation is going, you may choose not to ask this question. It can be useful to address an awkward topic upfront, especially the elephant in the room. Try to make it sound casual. If the employee gets nervous, tell them that they don’t need to answer if they feel put on the spot. Let them know that you’re always open to discussing it with them if they feel like talking.
“Is there anything that your last boss did for employee morale that you think we should keep doing?“
If it ain’t broke don’t fix it. Rather than reinventing new methods to engage with your employees, why not ask what worked well for the last person. This shows that you’re open to doing things someone else’s way. Instead of reinventing the wheel, you might find some tactics that are already working that you can pick up. These types of “what should I leave alone” questions work especially well on experienced employees or strong individual contributors, who are used to having autonomy and flexibility.
Don’t like these questions? No problem, take 10 minutes to write out your own. It doesn’t really matter what you ask, only that you take the time to sit down with your employees and listen. Regardless of what any employee tells you in your one-on-one, avoid having an in-the-room reaction. Anything short of “the building’s on fire” should be met with a polite smile and “thanks for sharing that with me, it gives me something to think about.”
Have a set of questions that work for you? I’d love to see them. Message me on Twitter or send me an email. Appreciate my advice? Share this post with someone who could benefit.
Good luck out there.
-Patrick