When you inherit someone on your team: 6 points to consider
Our current environment has thrown many of us off our game or just forced us to make more than slight adjustments. With this environment, changes are not only happening within our homes, workplaces, communities and ourselves but also to our organizations.
In times of great change, leadership sometimes makes decisions to move people and teams around in terms of reporting relationships and even locations. Some organizations have had to downsize while others can’t hire fast enough. Some took this as an opportunity to centralize functions that were inefficient or de-centralize them to move them closer to where the business happens.
When organization changes happen, this can sometimes translate into people moving from team to team. As a manager, you may find yourself losing someone from your team during these changes while others may be asked to take someone on as a direct report. Regardless of the situation, top-level changes usually have an impact to front-line managers.
I am not sure how many of us have “inherited” someone on our teams but it has happened to me several times in my career. I have also had the opportunity to hire my own staff but I have been in several different situations where I did not get to choose my team.
I came into a company as a leader and an intact team then reported to me. Incidentally, if you’re reading between the lines, this also means no one on the existing team was promoted into the leadership position. This can be tricky.
I was an individual contributor and then I was asked to manage my peers. This can have its own set of challenges.
I was a manager and an entire team was moved underneath me. This is standard re-organization protocol and pretty common.
I was a manager with a team and have been asked to take on someone else from a different team. This is usually positive but asking someone to change teams can have its own hurdles.
I have lived all four of these scenarios and they each have their own nuances. I will write more about forming a new team next week but inheriting people you had no say in choosing can be very positive or come with some challenges. If you are in this situation, below are my techniques for how to make this work. Incidentally, these are good tips to keep in mind as a manager period. Some of these situations can be delicate so it is even more important to be open.
Keep an open mind.
Always number one. Everything starts with mindset. The skills and tools will follow but ensure you take a breath and don’t go negative first. Steer your mind to be open to the new team member(s). For those of us who feel like we work hard already, you may think taking on someone new is just adding to your workload. Maybe. Extra hands are always helpful but, yes, it can mean more of your time as a manager. If you can do more or go further with more people, it is worth the trade of your time for their abilities. You may also not be happy that you didn’t get to choose who is on your team. While it may seem “ideal” to have the decision, that doesn’t always mean you get the best person. Don’t focus on what you cannot control. Accept this decision is made for you and be grateful to have more resources.
Get to know them.
When a new person is coming to the team, I have to prioritize getting to know them - their strengths, experiences and areas of interest - quickly. Getting these people up and running in a new capacity will help you, the team and the new person feel like they are contributing, which is critical to keeping them engaged and productive. Definitely have get-to-know- you conversations but also ask them to share previous work with you. Ask them to assess your team and what you are working on and identify where they think they can add value. If appropriate, it could be a good time to have a career conversation with them.
Have empathy.
I know you have read this point under many different topics and scenarios. I list it often because it is one of the most critical attributes a manager can have. Especially coming into a new organization where you are leading an intact team, it is important to remember that those people may be incredibly nervous and eager to make a good impression. Sometimes people think a new leader means more change. The team member asked to make the change may be feeling all sort of emotions - scared, uncertain, unwilling, frustrated. They may also be feeling excited, open, positive. You don’t want to be responsible for crushing someone’s spirit because of your uncertainty. Embrace the situation and welcome them.
Integrate them into the team quickly.
Once you get to know them, ensure they get to know the team. These changes impact more than just you, as the manager, and the person making the move but also the team. Your team members may be feeling uncertain. They may not know what this means for their job. Will there be duplicative skill sets? Is there enough work to go around? It is important to help the new person get to know the team and vice versa. Having the new person share their experiences, desires, personal interests, etc. is helpful. You can also make this a fun exercise and have everyone share something about themselves that others may not know. Also, ensure the new person can have one-on-one meetings with people on the team so they can get to know one another. The teams can also give the new person insights on how you are as a manager. I know...this may sound scary but learning from their new peers can be equally as important.
Assess fairly.
One area I see some managers struggle is in assessing the new person. Some managers may have a bias about the team the person came from. They may feel they were not as high-performing or had a different philosophy or approach to work than you do. Apply empathy to this situation. Give ample time, at least six to nine months, and set clear expectations for the new person to demonstrate what they can do. Ask them how they like to be rewarded, how they like to approach a project or assignment. You may need to communicate often and reset expectations several times since this could be all new to them. Give the benefit of doubt when needed and help them overcome obstacles that are new to them.
Provide feedback.
Part of assessing their strengths and abilities is providing feedback. I find managers tend to shy away from providing candid feedback. This is something I have seen throughout my whole career. When I was a younger manager, I really struggled to deliver tough feedback. I would make notes and sometimes have to read them to get through it! I think making a transition from one team to another can be a big change. As the manager, it is your job to help them make that transition. Provide them feedback on their performance in context of the team and how you all work. If they need to change their mindset or approach, be clear about that and ask how you can help.
Some additional notes...
If you are coming into a new organization and team as the leader, it is just as important that they get to know you than it is for you to get to know them. Openly share your philosophy, work style, what you expect, how you like to be kept up-to-date, and how you like to receive communications.
If you are now managing people who were once your peers, know that this is common. People may feel weird, hesitant or even angry. In this case, it is important to communicate that you are on the same team and that you work together. The same rules apply above but having a candid conversation about how you will work together will alleviate any weirdness. It is best to not let too much go unsaid. It will only manifest in unproductive ways.
A final note. A major step I see missed all the time is just to meet with your team one-on-one on a regular basis. I am always aghast as to how many people tell me they meet with their manager three times a year: 1) January to set goals 2) June to do a mid-year review and 3) December to do an end-of-year review. Crazy. Meeting regularly is an imperative, especially now, to help people feel connected, productive and aligned in the right direction. Prioritize one-on-one meetings to ensure everyone is on the same page.