Dear freinds,
How to Succeed With Your New Boss
Your new boss will have more impact than anyone else over whether you succeed or fail. Your boss establishes benchmarks for your success, interprets your actions for other key players, and controls resources you need. Building a productive working relationship with him or her while you establish your mandate and negotiate for resources is a clear early priority.
Defining your goals
When you think about working with your new boss, keep the following goals in mind:
Clarify mutual expectations early.
Begin managing expectations right away. You are in trouble if your boss expects you to fix things fast when you know that the business has serious structural problems. So it is wise to get bad news on the table early and to lower unrealistic expectations. Be careful to assess your new organization' s capacity for change before making ironclad commitments to your new boss.
Secure commitments for the resources you need.
In conjunction with establishing goals, begin to negotiate for the key resources—people, funding, and knowledge—you need to succeed. Don't commit to goals without getting corresponding commitments on resources. Otherwise you won't have much bargaining power.
Aim for early wins in areas important to the boss.
Whatever your own priorities, identify what the boss cares about most and pursue results in those areas. That way, your boss will feel some ownership of your success. But don't make the mistake of doing things you consider misguided or trivial. In part, your job is to shape your boss's perceptions of what can and should be achieved.
Aim for good marks from those whose opinions your boss respects.
This is an aspect of building supportive internal coalitions. Your boss may have pre-existing relationships with people who are now your subordinates. If so, their assessments of you will take on additional importance.
Establishing how you will work together
It's essential to figure out how you and your boss will work together. Your preferences may differ, such as over how much information the boss wants (and you want to give) and how involved the boss wants to be (and you want him or her to be) in the details of what you are doing. Rather than allowing misunderstandings to complicate your relationship, spend some time at the start discussing how you will work together. Even if you don't develop a close personal bond, doing so will help you create a productive working relationship.
Matching your requests for support to your situation
The type of support you need from your boss will vary depending on the business situation you are facing. The role of the boss in a startup is very different than in turnaround, realignment, or sustaining success situations. So you need to gain consensus on the type of situation. Then you have to think carefully about what role you would like your new boss to play and what kinds of support you will ask for. The table below summarizes typical roles that new bosses play in each of the four major types of transition situations.
Situation Typical Roles for the New Boss
Startup: Helping to get critically important resources quickly.
Setting clear, measurable goals.
Lots of up-front attention, then get out of the way.
Guidance at key strategic breakpoints.
Help in staying focused.
Turnaround: Same as startup plus:
More support for making and implementing the tough personnel calls.
Support for changing or correcting the external image of the organization and its people.
Helping the new leader cut deep enough early enough.
Realignment: Same as startup plus:
Helping the new leader make the case for change to the organization, especially if he or she is coming in from the outside.
Sustaining Success: Constant reality testing: is this truly a sustaining success situation or a realignment?
Support for playing good defense, not making mistakes that damage the business.
Help in finding ways to take the business to a new level.
Living by the golden rule
Do unto others as you would have them do unto you. You will almost certainly hire new people as your subordinates. Just as you need to develop a productive relationship with your new boss, they need to work effectively with you. In the past, have you done a good job of helping subordinates make their own transitions? What might you do differently this time?
Planning for five conversations
Your relationship with your new boss will be built through a series of conversations These conversations begin before you accept the new position and continue through the time before entry and on into your transition. It is critically important that you cover certain fundamental subjects in these conversations. In fact, it is worth planning for five distinct conversations with your new boss:
The situational diagnosis conversation. In this conversation you seek to understand how your new boss sees the business situation. Is it a turnaround or a startup or a realignment or a sustaining success situation? How did the organization get to this point? What are the relevant factors—both soft and hard—that make this a challenge? What resources within the organization do you have to draw upon? Naturally your view may be different than your boss's, but it essential that you understand how he or she sees the situation.
The expectations conversation. In this conversation you seek to understand and negotiate expectations. What are the few key things that your new boss needs you to accomplish in the short term and medium term? What will constitute success? When? How will it be measured? Here again, you may come to believe that your boss's expectations are unrealistic and have to work to reset them. Also you should take care, as part of your broader effort to secure early wins, to under-promise and over-deliver.
The style conversation. In this conversation you work to understand how you and your new boss can best interact on an ongoing basis. How does she prefer to be communicated with? Face-to-face? In writing? By voice mail or e-mail? How often? What kinds of decisions does he want to be involved in and where can you make the call on your own? How do your styles differ and what are the implications for how you should interact?
The resources conversation. In this conversation you negotiate for critical resources. What is it that you need to be successful? What do you need your boss to do? The resources in question need not be funding or personnel. In a realignment situation, for example, your boss can play a critical role in helping you get the organization to confront the need for change.
The personal development conversation. Finally, you need to discuss how your time in this job will contribute to your personal development. Are there projects or special assignments that you could get involved in (without sacrificing focus)? Are there courses or programs that would strengthen your capabilities?
In practice, these five conversations are interwoven and take place over time. But there is a sequential logic. Early conversations should focus on situational diagnosis, expectations, and style. As you learn more, you can move to resources, revisiting situation and expectations as necessary. When you feel the relationship is reasonably well established, you can begin the personal development conversation.
Avoiding Common Traps
Given all you need to do, and the stress of taking charge in a new leadership role, you will be at risk of succumbing to certain common pitfalls. To avoid derailment, keep the following squarely in mind:
Falling behind the learning curve
Before beginning your new job, you devote most of your time to wrapping up your previous responsibilities or taking time off. You don't learn what you need to know to make sound early decisions, leading to judgements that damage your credibility.
Becoming isolated
You spend too much time reading financial and operating reports and not enough time talking with employees and other key constituencies You don't build the relationships and information conduits necessary to understand what is really going on.
Coming in with the answer
You come in with your mind made up about the problem and the solution. Narrow fixes for complex problems alienate people and squander opportunities for good solutions.
Sticking with the existing team too long
You retain subordinates with a record of your mediocre performance in the belief that your leadership will make a difference. You waste precious time and energy trying to compensate for the team's weaknesses.
Attempting to do too much
You rush off in all directions, launching multiple initiatives in the hope that some will pay off. People become confused, and a critical mass of resources never gets focused on key initiatives.
Allowing yourself to be captured by the wrong people
You create the perception that you listen to some people and not to others. Your information is inadequate, and potential supporters are alienated; your decisions are based on poor advice.
Setting unrealistic expectations
You don't negotiate your initial mandate and establish clear, achievable objectives. You may perform well but still fail to meet your boss'
Regards
Sidheshwar
From India, Bangalore
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32How to Succeed With Your New Boss
Your new boss will have more impact than anyone else over whether you succeed or fail. Your boss establishes benchmarks for your success, interprets your actions for other key players, and controls resources you need. Building a productive working relationship with him or her while you establish your mandate and negotiate for resources is a clear early priority.
Defining your goals
When you think about working with your new boss, keep the following goals in mind:
Clarify mutual expectations early.
Begin managing expectations right away. You are in trouble if your boss expects you to fix things fast when you know that the business has serious structural problems. So it is wise to get bad news on the table early and to lower unrealistic expectations. Be careful to assess your new organization' s capacity for change before making ironclad commitments to your new boss.
Secure commitments for the resources you need.
In conjunction with establishing goals, begin to negotiate for the key resources—people, funding, and knowledge—you need to succeed. Don't commit to goals without getting corresponding commitments on resources. Otherwise you won't have much bargaining power.
Aim for early wins in areas important to the boss.
Whatever your own priorities, identify what the boss cares about most and pursue results in those areas. That way, your boss will feel some ownership of your success. But don't make the mistake of doing things you consider misguided or trivial. In part, your job is to shape your boss's perceptions of what can and should be achieved.
Aim for good marks from those whose opinions your boss respects.
This is an aspect of building supportive internal coalitions. Your boss may have pre-existing relationships with people who are now your subordinates. If so, their assessments of you will take on additional importance.
Establishing how you will work together
It's essential to figure out how you and your boss will work together. Your preferences may differ, such as over how much information the boss wants (and you want to give) and how involved the boss wants to be (and you want him or her to be) in the details of what you are doing. Rather than allowing misunderstandings to complicate your relationship, spend some time at the start discussing how you will work together. Even if you don't develop a close personal bond, doing so will help you create a productive working relationship.
Matching your requests for support to your situation
The type of support you need from your boss will vary depending on the business situation you are facing. The role of the boss in a startup is very different than in turnaround, realignment, or sustaining success situations. So you need to gain consensus on the type of situation. Then you have to think carefully about what role you would like your new boss to play and what kinds of support you will ask for. The table below summarizes typical roles that new bosses play in each of the four major types of transition situations.
Situation Typical Roles for the New Boss
Startup: Helping to get critically important resources quickly.
Setting clear, measurable goals.
Lots of up-front attention, then get out of the way.
Guidance at key strategic breakpoints.
Help in staying focused.
Turnaround: Same as startup plus:
More support for making and implementing the tough personnel calls.
Support for changing or correcting the external image of the organization and its people.
Helping the new leader cut deep enough early enough.
Realignment: Same as startup plus:
Helping the new leader make the case for change to the organization, especially if he or she is coming in from the outside.
Sustaining Success: Constant reality testing: is this truly a sustaining success situation or a realignment?
Support for playing good defense, not making mistakes that damage the business.
Help in finding ways to take the business to a new level.
Living by the golden rule
Do unto others as you would have them do unto you. You will almost certainly hire new people as your subordinates. Just as you need to develop a productive relationship with your new boss, they need to work effectively with you. In the past, have you done a good job of helping subordinates make their own transitions? What might you do differently this time?
Planning for five conversations
Your relationship with your new boss will be built through a series of conversations These conversations begin before you accept the new position and continue through the time before entry and on into your transition. It is critically important that you cover certain fundamental subjects in these conversations. In fact, it is worth planning for five distinct conversations with your new boss:
The situational diagnosis conversation. In this conversation you seek to understand how your new boss sees the business situation. Is it a turnaround or a startup or a realignment or a sustaining success situation? How did the organization get to this point? What are the relevant factors—both soft and hard—that make this a challenge? What resources within the organization do you have to draw upon? Naturally your view may be different than your boss's, but it essential that you understand how he or she sees the situation.
The expectations conversation. In this conversation you seek to understand and negotiate expectations. What are the few key things that your new boss needs you to accomplish in the short term and medium term? What will constitute success? When? How will it be measured? Here again, you may come to believe that your boss's expectations are unrealistic and have to work to reset them. Also you should take care, as part of your broader effort to secure early wins, to under-promise and over-deliver.
The style conversation. In this conversation you work to understand how you and your new boss can best interact on an ongoing basis. How does she prefer to be communicated with? Face-to-face? In writing? By voice mail or e-mail? How often? What kinds of decisions does he want to be involved in and where can you make the call on your own? How do your styles differ and what are the implications for how you should interact?
The resources conversation. In this conversation you negotiate for critical resources. What is it that you need to be successful? What do you need your boss to do? The resources in question need not be funding or personnel. In a realignment situation, for example, your boss can play a critical role in helping you get the organization to confront the need for change.
The personal development conversation. Finally, you need to discuss how your time in this job will contribute to your personal development. Are there projects or special assignments that you could get involved in (without sacrificing focus)? Are there courses or programs that would strengthen your capabilities?
In practice, these five conversations are interwoven and take place over time. But there is a sequential logic. Early conversations should focus on situational diagnosis, expectations, and style. As you learn more, you can move to resources, revisiting situation and expectations as necessary. When you feel the relationship is reasonably well established, you can begin the personal development conversation.
Avoiding Common Traps
Given all you need to do, and the stress of taking charge in a new leadership role, you will be at risk of succumbing to certain common pitfalls. To avoid derailment, keep the following squarely in mind:
Falling behind the learning curve
Before beginning your new job, you devote most of your time to wrapping up your previous responsibilities or taking time off. You don't learn what you need to know to make sound early decisions, leading to judgements that damage your credibility.
Becoming isolated
You spend too much time reading financial and operating reports and not enough time talking with employees and other key constituencies You don't build the relationships and information conduits necessary to understand what is really going on.
Coming in with the answer
You come in with your mind made up about the problem and the solution. Narrow fixes for complex problems alienate people and squander opportunities for good solutions.
Sticking with the existing team too long
You retain subordinates with a record of your mediocre performance in the belief that your leadership will make a difference. You waste precious time and energy trying to compensate for the team's weaknesses.
Attempting to do too much
You rush off in all directions, launching multiple initiatives in the hope that some will pay off. People become confused, and a critical mass of resources never gets focused on key initiatives.
Allowing yourself to be captured by the wrong people
You create the perception that you listen to some people and not to others. Your information is inadequate, and potential supporters are alienated; your decisions are based on poor advice.
Setting unrealistic expectations
You don't negotiate your initial mandate and establish clear, achievable objectives. You may perform well but still fail to meet your boss'
Regards
Sidheshwar
From India, Bangalore
Acknowledge(1)Amend(0)
Hi All,
I feel that to succeed with a first boss, a person should get to know the likes and dislikes of the boss from the other colleagues who are working under him. This is from my experience because it really doesn't matter whether you do the job faster or do it in a creative way. Ultimately, it should be packaged in a way that your boss likes.
Mallet :)
From India, Hyderabad
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I feel that to succeed with a first boss, a person should get to know the likes and dislikes of the boss from the other colleagues who are working under him. This is from my experience because it really doesn't matter whether you do the job faster or do it in a creative way. Ultimately, it should be packaged in a way that your boss likes.
Mallet :)
From India, Hyderabad
Acknowledge(0)Amend(0)
Hi, indeed, it is a fact that all bosses cannot be the same in all aspects. One thing is sure: if a subordinate visualizes clearly what is expected from the boss, then they can succeed.
Be courteous. In recent days, cost-saving is mostly highlighted in all organizations. Therefore, give some cost-saving suggestions, be proactive, flexible, and make the boss understand that there are always constraints in all jobs and things cannot be done immediately as required by them.
Try to convince the boss politely. Even if they shout, respond softly and express regret for any mistakes. I have experienced a lot. Over time, they will slowly realize the true nature of the job and the constraints. Finally, a stage will come when the boss and you are on the same wavelength in many aspects.
R. Devarajan
From India, Madras
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Be courteous. In recent days, cost-saving is mostly highlighted in all organizations. Therefore, give some cost-saving suggestions, be proactive, flexible, and make the boss understand that there are always constraints in all jobs and things cannot be done immediately as required by them.
Try to convince the boss politely. Even if they shout, respond softly and express regret for any mistakes. I have experienced a lot. Over time, they will slowly realize the true nature of the job and the constraints. Finally, a stage will come when the boss and you are on the same wavelength in many aspects.
R. Devarajan
From India, Madras
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Dear All,
Can anyone help me with the same topic? I have newly joined my company as an HR executive. It's easy to say how to manage or converse with your boss, but in practical life, it's a big challenge.
I want to know how to manage if there is a contradiction between induction, training, and application. During training or induction, input is given, and we follow certain HR policies. However, when it comes to practice, processes are different. Companies make their way of recruitment and follow another set of policies. Hence, I would like to know how to convey this to my boss.
Your feedback is valuable.
Regards,
Farhin
Acknowledge(0)Amend(0)
Can anyone help me with the same topic? I have newly joined my company as an HR executive. It's easy to say how to manage or converse with your boss, but in practical life, it's a big challenge.
I want to know how to manage if there is a contradiction between induction, training, and application. During training or induction, input is given, and we follow certain HR policies. However, when it comes to practice, processes are different. Companies make their way of recruitment and follow another set of policies. Hence, I would like to know how to convey this to my boss.
Your feedback is valuable.
Regards,
Farhin
Acknowledge(0)Amend(0)
Dear all,
I have experienced a similar situation. My boss and I do not share the same vision. Moreover, he interferes in HR practices, which creates significant issues in the salary and benefits structure. For example, he focuses excessively on minor details and overlooks significant achievements. I found myself constantly trying to please him, feeling like a ping pong ball bouncing everywhere, only to realize in the end that my efforts were in vain. The stress from this situation took a toll on my health, weakening my immune system and causing illness due to the persistent stress. Eventually, I came to the agreement with him that I should leave the company, as I could no longer endure the situation, and he believed our priorities did not align. It is important to note that we, as a new management team, were hired specifically to restructure the company post-acquisition.
I had to establish everything from the ground up, starting with the organizational chart, job mapping, skills assessment, and salary structures. I also had to develop plans for necessary adjustments while ensuring the daily operations of the business continued smoothly.
Despite enjoying the challenge, I could not work in the manner my boss desired. I could not compromise on principles that would result in incorrect HR practices, potentially harming the company in the future and tarnishing my reputation. Therefore, I made the difficult decision to resign.
Best regards,
Nihad - Egypt
From Egypt, Cairo
Acknowledge(0)Amend(0)
I have experienced a similar situation. My boss and I do not share the same vision. Moreover, he interferes in HR practices, which creates significant issues in the salary and benefits structure. For example, he focuses excessively on minor details and overlooks significant achievements. I found myself constantly trying to please him, feeling like a ping pong ball bouncing everywhere, only to realize in the end that my efforts were in vain. The stress from this situation took a toll on my health, weakening my immune system and causing illness due to the persistent stress. Eventually, I came to the agreement with him that I should leave the company, as I could no longer endure the situation, and he believed our priorities did not align. It is important to note that we, as a new management team, were hired specifically to restructure the company post-acquisition.
I had to establish everything from the ground up, starting with the organizational chart, job mapping, skills assessment, and salary structures. I also had to develop plans for necessary adjustments while ensuring the daily operations of the business continued smoothly.
Despite enjoying the challenge, I could not work in the manner my boss desired. I could not compromise on principles that would result in incorrect HR practices, potentially harming the company in the future and tarnishing my reputation. Therefore, I made the difficult decision to resign.
Best regards,
Nihad - Egypt
From Egypt, Cairo
Acknowledge(0)Amend(0)
Hi Siddheshwar,
Thanks a lot.
Right now, we have agreed that I shall stay with him for 4 or 5 months until I finalize the basic infrastructure for the HR department, with a period of 2 months given to me to find a proper job. I still asked for the credit to remain with me, without it being disclosed that I was the one who initiated the process.
I feel more relieved with my decision, but I must tell you:
- I am aware that I should have managed my boss differently, which I knew from the beginning, but I chose not to because it is more than a matter of opinion; it is a matter of work principles.
- Some people say I am wrong, that I should have given him what he wants, the way he wants it. To be honest, I am unsure now if that should have been the approach, given all the pressures of life, be they social or financial.
- Another issue is that I am more qualified than my boss, and he is aware of that fact, as is everyone else. Additionally, we are almost the same age, which creates another problem. He perceives that I view him critically, and he knows I am correct. Whenever he speaks, he immediately looks at me to gauge my reaction.
- I have maintained a very positive impression, both with our superiors in Europe and with external parties. They praise him for my work, yet he seems reluctant to have someone who exceeds him in capabilities.
- Lastly, being a female presents its own set of challenges worldwide. Once a woman displays a strong personality, everyone seems to present obstacles to test her abilities.
You see, it is more than just putting it into words, but I have come to realize the direction this situation was taking, and I made my choice... Perhaps I am mistaken.
By the way, my first name is Nihad.
From Egypt, Cairo
Acknowledge(0)Amend(0)
Thanks a lot.
Right now, we have agreed that I shall stay with him for 4 or 5 months until I finalize the basic infrastructure for the HR department, with a period of 2 months given to me to find a proper job. I still asked for the credit to remain with me, without it being disclosed that I was the one who initiated the process.
I feel more relieved with my decision, but I must tell you:
- I am aware that I should have managed my boss differently, which I knew from the beginning, but I chose not to because it is more than a matter of opinion; it is a matter of work principles.
- Some people say I am wrong, that I should have given him what he wants, the way he wants it. To be honest, I am unsure now if that should have been the approach, given all the pressures of life, be they social or financial.
- Another issue is that I am more qualified than my boss, and he is aware of that fact, as is everyone else. Additionally, we are almost the same age, which creates another problem. He perceives that I view him critically, and he knows I am correct. Whenever he speaks, he immediately looks at me to gauge my reaction.
- I have maintained a very positive impression, both with our superiors in Europe and with external parties. They praise him for my work, yet he seems reluctant to have someone who exceeds him in capabilities.
- Lastly, being a female presents its own set of challenges worldwide. Once a woman displays a strong personality, everyone seems to present obstacles to test her abilities.
You see, it is more than just putting it into words, but I have come to realize the direction this situation was taking, and I made my choice... Perhaps I am mistaken.
By the way, my first name is Nihad.
From Egypt, Cairo
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