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CAREER DEVELOPMENT
So, You’ve Got a New Boss
You were happy with the news that your boss of 12 years had finally gotten a promotion. You were also somewhat proud that the results from your unit had contributed, at least in part, to his success. But, when the old boss moves on, a new one comes along. And it has been a long time since you have had to make this important adjustment.
Here are some things you can do to ease the transition for both of you.
MAKE A BRIEF PHONE CALL. Before the new boss arrives on the scene, pick up the phone and call with a warm welcome if you are dealing with an outsider or someone from another work unit. Make it brief, with content and tone according to what you would like to hear if you were on the receiving end.
Explain who you are and what your relationship is, and then go on to something like, “I know we’ll meet in person soon, but I just wanted to add my congratulations on your new job and to tell you that we are all looking forward to working with you.” You might add an offer to be of whatever assistance you can between now and the anticipated arrival date.
PREPARE A BACKGROUND BRIEFING. After the call, begin to put together a background briefing. If the new boss is not going to arrive imminently, you might consider sending this ahead of time. If there is no time for that, have it on the new boss’ desk that first day on the job. Here are some things to include:
• A brief description of your unit’s mission and goals within the context of those of the organization as a whole.
• An organizational chart and brief background descriptions of each of your people.
• A brief description of current major projects and/or key markets and customers.
• A summary of your most recent results or a progress report.
• Key issues or items that you want your new boss to know about from you before he or she hears them from someone else.
Keep these items short and to the point. Keep in mind that this individual may be receiving similar materials from others and that you will have an opportunity to go over this information—and more—in person. So, remember that right now your purpose is orientation.
MEET THE NEW BOSS IN PERSON. On “A-for- arrival” day, stop in to greet the new boss personally. Again, keep it short and friendly. You might indicate when your next staff meeting is and offer an invitation to meet your unit as a group. Your new boss may or may not want to do this right away, but the invitation is important.
You can also expect that he or she will want to spend some one-on-one time with you in the near future. Keep these appointments businesslike. Do not, for example, suggest lunch. Let your new boss suggest the timing, tone, and occasion. What you need to suggest is, obviously, your availability at his or her convenience.
When you do sit down for your one-on-one time, refer to the materials you provided in advance, but do not assume they will be remembered. Take extra copies with you and be prepared to go over them briefly. Now is the time to go into more detail on items that should be of concern and that need attention or action soon. Depending on the boss’ style, he or she might ask for a regular meeting with you. If not, ask about preferred communication and management styles so you can adapt. If a meeting is on the books with your staff, reconfirm it, and, of course, reconfirm any regular sessions with the new boss and your peers. Ask what the preferences are for progress reports and other data. For example, are written reports preferred and is there a particular format? Again, adapt to the new boss’ style.
OFFER FURTHER HELP. Offer any further help that might be appropriate in helping the new boss to settle in, and then get back to work. The most productive and positive thing you can do now is continue to produce the good results that got your old boss promoted, unless you get new direction from the replacement.
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