The turn of the year often brings a sense of a fresh start. And much like the changing of seasons, the changing of the guard is a natural part of an organisation’s cycle. Leaders have much to do when stepping into new roles. It can be a time of uncertainty, and all the more emphasising the quiet strength of finding one’s footing and striking a balance.
Having new leaders may arguably be the biggest opportunity for the growth of an organisation. But with their perspectives and ideas pushing for innovation, there’s also bound to be resistance from constituents that keep to their norms and tradition… the old guard. This skepticism is as natural as breathing; after all, the human brain is equipped with all sorts of defense mechanisms. This might even lead to some pushback. Transparency and communication, then, become invaluable tools to smoothen the transition.
The key is for the new leader to build trust—possibly the most crucial step for a new leader to take—and it takes time to establish this kind of rapport with a team. It’s a two-way street that requires both leaders and team members to be open and receptive. There are certain expectations that come with any role, the most common one being held at par with or exceeding the former leader’s achievement. It can be daunting, but it is also an opportunity to get insight into what goals to set. After all, one wouldn’t be put in a position they couldn’t fill. So then, leaders must actively listen to their team’s concerns and aspirations, and foster a positive work environment to make them happen.
For team members, adapting to a new leadership style also requires a willingness to learn. Be open to their ideas as they are open to yours. Great leaders recognise their teams’ worth and value of their contributions. They know that in a team, there are no small roles; everyone is a cog in the same machine. Constituents must then be open to a paradigm shift. Systems are set in place for efficiency, and sometimes old systems hinder progress; that’s when leaders know it needs updating. Sure, it may take a couple of trials and errors or more, but a leader also knows the capabilities of their team, and it is for them to encourage testing boundaries and pushing limits.
Patience is key during this period of adjustment. Think: growing pains. Success depends on collective effort, so don’t be afraid to voice your opinions and share ideas on your common goals. Remember that there is always a learning curve; even the most experienced leaders need time to adjust to a new environment. But with trust, openness and mutual understanding and effort, the challenges of this change can be the new roots of progress as the organisation continues to grow and be fruitful.
