According to the Society for Human Resource Management, half of senior outside hires fail within 18 months. This can occur for many reasons, but one of the most prevalent is the newly hired leader not understanding, respecting, or practicing the organization’s procedures. It is critically important for any new manager to begin from a place of acknowledgment before starting a dialogue around change. Otherwise, organizations just reject the person and their outside ideas even though the new ideas could improve agency mission.
So, what will work to ensure the success of a new manager and the continued delivery of services in the interest of public service? Here are some best practices for new managers—and their leaders—to consider.
- Provide Opportunities for Early Wins. This is not specifically about implementing change or achieving a specific outcome. Instead, an early win should address the new manager’s fit with the agency and reinforce that the agency made the right decision. This helps the team settle in.
- Model Effective Meeting Management. Meetings can often amount to lost opportunities if not well managed. On the other hand, with a well crafted agenda and the appropriate attendees, meetings can be the perfect forum in which to dialogue on tough issues, discuss breakthrough ideas, and build team cohesion through active listening and participation.
- Help with Conflict Resolution. Because conflict is inevitable in any workplace, it is important for a new manager to understand the organization’s existing process for conflict resolution. For example, are conflicts openly discussed? Is it common to bring a third party into the process to provide an independent view? Or are conflicts generally ignored? Once the new manager understands the norm, they can deal with conflict appropriately—or, if no real process exists, they could begin laying the groundwork for a new process by preparing an outline that includes change rationale.
- Learn from a Pro. A very useful and often overlooked assimilation technique is for a manager who had previously held the same role to share their insights with the new manager. This individual can offer a perspective that is usually void of personal agenda; therefore, there is a good likelihood they will provide quality feedback.
This list is designed to be a thought starter. What would you add for leaders in public agencies? Share your thoughts in the comments section, and I will include them in my next post.
Transitioning to a new agency, a new branch, or a new role requires some homework to learn, understand, and appreciate rules and workflow. By anticipating the questions and challenges new managers may have around policy and process, you can help them get off to the best start possible.