Many smart and competent specialists who have been working in an organization or in a company for several years have the right to expect to be promoted. A careerist in the best sense of the word is a hero of our time today. But imagine this situation: you worked hard and well, the management noticed you and offered you a promotion. And now you are already leading a team in which you were an ordinary member only yesterday. What's happening? And the following happens. Some of your former colleagues continue to slap you on the shoulder and "poke" on equal terms under any circumstances. Others, on the contrary, are in a hurry to call you by name and patronymic and obsequiously shuffle their feet in response to all your instructions, but at the same time they do not hide condescending smiles. Still others … In short, there is a rank, but there is no proper authority. What to do? How do you earn credibility?
Instructions
Step 1
During the first hundred days, do not change anything drastically. Do about the same as your predecessor did. All this, at the very least, worked before you, it will work for some time, all you need to do is to strengthen the good that has already been gained. Most subordinates are afraid of change, so at the very first meeting, hurry to calm them down, tell them that, in general, everything will go the same course. You should not discount what was done by the work collective before you as a leader. People tend to resist, defending their achievements.
Step 2
Implement your ideas gradually, do not start to turn the steering wheel defiantly impudently, it is not even the hour that a rolling wave will wash away everyone on the deck. This analogy may be harsh, but it is true. If your predecessor led his ship (i.e., the team) to one goal, using his techniques and tools, and you announce that the goal will be different from now on and the path to it will not be similar to the previous one, people will think that you have deprived them of certainty. and stability. And at the same time the foreseeable future, thereby plunging into the darkness of hopelessness and uncertainty in the future. Try to maintain the semblance of formal adherence to the previous guidelines and course, but gently and unobtrusively, step by step change the views and attitudes of subordinates to the new orders and goals.
Step 3
In your arsenal at first, there should be more "gingerbread" and as few "sticks" as possible. That is, try to use a minimum of punishments and maximum praise. Without being brutal, but also not coaxing unnecessarily subordinates, you, as a leader, should strive to ensure that every new day is imbued with a positive emotional attitude.
Step 4
If your bosom friends are among your subordinates, you should immediately dot the i's - friendship is friendship, and service is service. In other words, it is important to clearly discuss the nature of your relationship at work; they should not be informal in nature of friendship, which is acceptable and even predetermined outside the walls of the institution. It is worth warning others about your contract. Everyone should clearly understand that what is allowed to a friend is not allowed to a subordinate and vice versa.
Step 5
Another problem that needs to be resolved in the very first days of your leadership is the presence in the team entrusted to you of people who are much older than you. Usually, the young boss feels uncomfortable giving orders to those who suit him as a mother or father. However, one should immediately clearly define these relations. It is appropriate to say something like the following: “From now on I am your leader. I value your experience and knowledge and respect you endlessly. But my business is to give you tasks, your business is to carry them out. If you notice that I am doing something wrong, please tell me this in private, and not criticize in front of everyone. I am confident in your wisdom and I am confident that we will understand each other."
