Getting a New Boss: New Opportunities or Job at Risk?

2017-03-28

There is a new boss in the company, and the whole team is in anticipation of changes. After all, the usual routine of working days and the career prospects of those who have already planned everything is at stake. How does one work in the conditions of uncertainty? Which line of conduct should one choose?

Often a change in the management team lives employees in the anticipation of personnel reshuffles, assuming that soon the new leadership will begin to form a "new team". How can one accurately determine that firings are just around the corner?

A sure sign is the replacement of key employees who oversaw work processes and ensured effective communication, with new and less competent employees. After all, if the new boss does not set a goal to keep the team the same, he or she says goodbye to the "old" team members without any regret.

Another reliable sign is distancing of the new boss from the team, total control over the discipline, and the introduction of a large number of additional reports that are not always necessary.

If you do not notice any of these signs, try to take all the changes positively and support the new leader. After all, the boss cannot implement any of company's projects without a team of professionals.

How to find a common language with the new boss?

The change of leadership does not happen "just like that". There are always good reasons for personnel rearrangements. Therefore, we can assume that there is a serious problem that the company's management seeks to solve so drastically. So, it will be useful to carefully analyze the situation in order to understand which tasks the new boss will focus on first.

As a rule, within 2 weeks after the appointment, the new head invites employees to a meeting. If for some reason this did not happen, act as the initiator of the dialogue yourself. During the conversation, tell the boss about your work and the results that you have already achieved. Do not be afraid of open communication. This manner of behavior is much more productive than discussing the new leadership with colleagues during the lunch break.

Ask the boss how he or she sees a successful employee and what a successful result in the department where you work looks is like in his or her opinion. Also try to find out how your communications will be built: what issues and how often should be discussed, how to submit reports. This will help you to assess the priority of the tasks assigned to you and what role in the hierarchy is assigned to you personally.

Even if you know all the subtleties of the profession perfectly, do not show your displeasure when the boss suggests using new methods to perform a routine task. In your vocabulary there should be no phrases: "we used to do this differently," "we tried this technique.  It will not work" or "this is unrealistic". Show that you are ready for changes. Be active and willing to expand your functionality, so that the manager has an impression of you as a real professional.

If you are convinced that a new idea cannot be successfully implemented within your company,  prove your point of view and offer an alternative solution to a complex problem. 

Do not take part in office intrigues. After all, for a new boss, it is also difficult to join an unfamiliar team. Therefore show kindness and competence, make every effort to ensure that the result of the work is very efficient. If you do not support the boss, this will negatively affect the entire company’s unit and can lead to large-scale personnel reshuffles.

The new boss always seeks to make adjustments to the work of the team even if it is very well-coordinated. The leader will insist on the implementation of his or her methods. Sooner or later the boss will bring in like-minded people. When you evaluate the situation and realize that you do not share the management methods of the newly appointed leadership, you either adapt or leave. After all, for each of us, it is important to find a company, where you do not have to be hypocritical.