This is the third in a series on taking on a leadership role. Previously, we discussed doing your homework before you assume the role, and then we planned out the first 100 days. Now let鈥檚 tackle the personnel challenge.
The most important areas to address when starting a leadership position are people and process. Process is more about observing and then implementing continuous improvement. The challenge with people is that there are no cookie-cutter solutions because every situation is different, and people are unique.
First, get to know your people and figure out what camp they fall into. It might be an oversimplification, but generally there are three:
The Evangelists: These are the people who will embrace change. Chances are, they have been looking forward to new leadership because they recognize the problems and the need to change. These people will represent 10%-15% of your staff.
The Fence Sitters: These are the people who do not like change and have possibly been hurt by new leaders coming in, or worry about how change could negatively affect them. The book 鈥淲ho Moved My Cheese?鈥� is a great summary of the habits and anxieties these people have. They will represent about 80% of your staff.
The Doubters: These are the people who probably have some sort of indirect power (top salesperson, longevity in the company, key person to prior leadership). They do not like, want, or accept change, and they will let you know it either directly or through their actions (or in some cases non-action). They will represent 5%-10% of your staff.
The ones that will let you know what camp they fit into will be the Evangelists and the Doubters. The Evangelists will enthusiastically greet you and immediately look for you to guide them. They will tell you about problems in the organization, but do so in a way that looks for the problems to be addressed. They will likely have their own suggestions.
The Doubters will also seek you out early. They will either want to tell you all of the problems that primarily revolve around their world, or they will start staking out their territory. This will be done by words, usually in the form of a challenge, by their actions, or by their noticeable inaction when they ignore your directives. The Fence Sitters are hanging back and quietly observing. They want to see where things land before they start considering the idea of buying in. They may have seen previous leaders come in and fail, so they are sitting in the cheap seats, eating popcorn as they watch what they feel is the next iteration of failure.
So, where to start? You need to try to meet your people and listen. Don鈥檛 get hung up on performance or promises to perform. Judge and rank your people on who your gut says you can trust. This will help you sort people into what camp best fits them. Your first instinct may be to try to focus on converting the Doubters. Don鈥檛 waste your energy and goodwill that you have in your honeymoon period. Remember that if you terminate a Doubter too soon, they can become a martyr in the company. But if you wait too long, they will become cancer. You have to address these people just right, but this system will help you do that.
Start with the Evangelists. They are open and enthusiastic. Listen to their ideas, as they listen to yours. Use this group to implement your ideas and gain some initial successes. The fact that they are already believers makes it more likely you will have success, and with this success, you will start to convert some of the fence-sitters. As more time goes on, you will win over the fence-sitters, and you will start to form a culture that they all want to be a part of. Once you reach this point, you can start addressing the Doubters.
Granted, some of the Doubters will start buying in or reading the tea leaves and realize that you are here to stay, so they better toe the line. The remaining Doubters, you can start 鈥渢raining them up, or training them out.鈥� If they are a top performer, give them parameters they have to operate within, or they are gone. I call this 鈥渓ive on an island, and you will die on an island.鈥� You can put up with a few misfits who perform well, but realize that everyone is watching and that these people can start to become a cancer that will corrupt everything you are trying to build. Stick to the plan and 鈥渆xecute鈥� promptly and when necessary.
