​
https://preview.redd.it/obuvaqiuxz2b1.png?width=767&format=png&auto=webp&s=d5e2854216845f2b8a2ab54dc5fc33066668d0b2
Menteora advises the new boss to win the favor of the staff:
A change of manager is always stressful, not only for those directly affected but also for the company as a whole. Such a situation always brings up a lot of subtle points: whether the new manager will become a true leader or at least a good manager for the old team, whether he will earn recognition as an expert, and what new things his arrival will bring to the work process. The company's business results ultimately depend on all of this.
Let's look at the three most common scenarios when a new manager is appointed: 1) when the manager is new, and the team is old, 2) when both the manager and the team are new.

New manager and old team

This situation is one of the most common in business. The old manager left because the tasks changed, he found a new job, or the company decided to part with him for another reason. In this case, a lot depends on how the team treated the previous manager, so it is better to try to find out in advance. A new manager should spend much time getting to know each key team member personally. This way, you will better understand yourself and get to know people better.
If we're talking about a large team, it's essential to pay attention to direct reports and, if possible, to their key people. People with a new boss are always intimidated by uncertainty.
Your job is to give everyone as much specificity and insight as possible into your vision of the future, the strategy of the company or department you are in charge of, your expectations of the team, each team member individually, and future results.
I think scheduling face-to-face meetings with key personnel and a clear list of questions you'd like to ask them. Questions should be primarily open-ended. Otherwise, you risk only hearing "yes" or "no." It would be best if you started with pragmatic things: find out what functions the person performs, what they do well and what they don't do well, what you need help with, or where system changes are required.
Finish with more in-depth questions - for example, to understand what the person is motivated to do, what he/she is satisfied or dissatisfied with, what he/she liked about working with the previous manager and what he/she did not like, what he/she expects from the new management, how he/she sees his/her career. At the beginning of a relationship, it is very important to find a tone of trust, so be genuine in your interest in the person you are talking to and if you make promises, keep them.
Whatever your position's authority, the individual's power is far more powerful. Remember that, in a sense, you are also chosen. Please don't be against the team and try to show your superiority. An authoritarian style will turn the team against you from the start. But do not try to make friends with your subordinates by artificially shortening the distance. You may need more time to find the authority you need. You can build a good working relationship without too much haste.
The most challenging situation for a new manager is when he has been appointed to replace a manager favored by his team. In my experience, there was a case where an outsourced manager initially received a very wary attitude from his new team. He was quick to demonstrate his expertise and, in a sense, emphasize the authority of the position without paying enough attention to building up personal credibility. As the team comprised highly qualified staff with strong personalities, this approach caused bewilderment.
After a short cultural skirmish, the new manager flexibly switched to a different approach. It focused on personal authority, which can only be built by building quality relationships with colleagues as human beings. He held a series of meetings with employees with the sincere aim of getting to know and understand each of them better. These meetings started a constructive dialogue with the team, which the manager still ably supports.

A new manager and a new team

A situation where the team and the manager do not know each other seems easier: you can start with a clean slate and establish your own rules. However, there are many pitfalls here too. New employees have yet to share their history, leading to several difficulties. For example, suppose the manager leads an already established team. In that case, the employees already have an account of relationships within the company and know how to work with each other, so the manager, in this case, will solve a different problem. Everyone on the new team will have to build relationships: both the manager and the new team, as well as the team members among themselves.
It is essential to find a relevant leader in this situation and task him or her with finding and hiring a team "for themselves." When selecting people for your team, you have to be very clear about how they can interact with each other. That is, think not only about what they will be like as subordinates but also what they will be like as colleagues to each other. During the interview, ask the person about his/her views on teamwork: what he/she values, what he/she believes to be necessary, what he/she doesn't like about teamwork, what synergy means, and which kind of people he/she would prefer to work with.
Try Career Guidance Test Menteora!