Congratulations, you've just assumed command of a new unit, team or division.
Assuming command is an interesting term in itself. We are making the immediate assumption that you assume to know what you are doing and how to lead effectively. The biggest mistake that I've witnessed has generally been when the new leader first takes over command. Starting off with the "things are going to change around here" speech is a great method of disenchanting your new team instantly. Even if things are going to change, you don't need to publicly declare this.
Evoking change is a timely process which requires a careful hand and great subtlety by you, the new leader. The size of the new team is not really important, but what is important is how you lead them especially from your first day. To manage this transition effectively, try and apply these simple techniques:
Your first few days as the newly anointed commander should be one of careful analysis of your team. You may already know the team from your position within the same organization, but do not assume you know how they function unless you've been promoted from within. Get to you know your team members and see how they function together.
Utilizing Kelley's Followership Model, assess where each of your followers are aligned within the model and lead them accordingly. The assessment period should be done within the first several weeks of taking command, but it may in fact take longer. Only rush through this phase if you have a concrete deadline that has to be met and you've been placed in your new position to ensure that this deadline is met.
Despite the conditions you're given, never skip this step unless you're on the battlefield and someone is going to get injured.
Following the assessment of your new team now is the time to act. If you're going to effect change, be decisive and be sure that you rationalize any changes that you make. Do not make change if there is no change required.
Too often a new leader will change the dynamics of a team just to put their own respective stamp on it. If you have a highly functioning team already, this method can have tragic results. This truly is where the subtlety has to be applied. There is absolutely nothing wrong with deciding that no decisions are required. What you will need to do when you are at this juncture is to decide how to make the team even better.
Often times, a new leader will be placed in a command position because they are required to manage a team that is dysfunctional. This is often extremely challenging especially if you can't remove or replace team members.
When you are faced with this, go back to the assessment and analysis phase. Look for the root cause of the dysfunction and make the appropriate changes necessary to correct the issues. A problem team member may only be a problem because of previous poor leadership. Ensure that you identify this through meaningful dialogue with your entire team. Engage them and ask them where they feel that the dysfunction lies.
During this dialogue, however, do not tell them that you feel the team is dysfunctional as this may permeate through the entire team and create additional dysfunction. Now is the time to be decisive. Act, change and lead ensuring that everyone is aware of the new direction the team is going.
Taking over as a new leader can be one of the exciting roles you take in leadership. If done correctly it can serve as inspiration and motivation for those whom you lead. If done incorrectly you'll serve time in the annals of history in your organization as a "what not to do" model.
Too many organizations place emphasis on improvement plans when developing their leaders from within. Not every situation you are presented with will require improvement from its current delivery. Understand this when you are placed in command and take the time to give your team and organization what they truly need, not what you want them to have.
Lead every day. Lead well.
