Resist the pressure to hit the ground running when you take up a new position. You'll go further if you take time to understand the culture and build relationships.
As soon as you step into a top position at a company that needs to significantly improve the way it operates, there’s pressure to get off to a quick start.
Yet the best way to succeed, paradoxically, is to slow things down.
Forces pushing in the other direction — toward hyperspeed — are powerful, of course. You must prove you are the right leader by getting the organisation to deliver better results, and soon. That’s why you were brought in.
So, you set out for early wins in what seem like obvious areas to fix — on the cost side, perhaps the speed of processes within production, and on the revenue side, the size of the sales force.
But rushing toward early wins, even in areas that seem uncontroversial, can be unexpectedly hazardous. That’s because when a new leader takes hold, changes aren’t just about efficiency or revenue; they are also about people’s feelings of vulnerability and uncertainty about what the changes will mean for them.
No matter how sophisticated and mature the new leader may be, rushing too quickly toward early wins can deprive the new leader of the insight needed to understand the culture and build relationships.
As a consequence, quick wins may soon be undone, or they may beget new leadership problems.
Deliberately slowing down allows you to clarify what the people around you want most, the effects of your behaviour, sources of resistance, and the ramifications of your decisions. The result: You will have more control over the pace of your transition to new leadership responsibilities and the company’s transition to its new era.
THE NEW LEADER WHO STARTS TOO FAST
This story is from the January - March 2019 edition of thinksales.
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This story is from the January - March 2019 edition of thinksales.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
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