Recently, a colleague and friend obtained the position of director of our service. He’s one of our best experts, but I doubt his ability to be the leader we need. He means well, but he can sometimes be intransigent and impatient. How can I help her? –Chantal
Your colleague has just undertaken what is probably the most difficult transition of his career: going from high-performing employee to manager of a team. On Friday you are a valued colleague and on Monday you become the boss of your colleagues. Experienced managers will tell you that they had all underestimated the magnitude and complexity of the gap between these two postures. Beyond a simple change of role, this transition requires a redefinition of its identity. It takes time and support. Luckily, you can help her more than you think.
The possible blind spots of your new boss
Since you know him well, help him become aware of the potential pitfalls that await him. Data shows that 65-75% of employees say their boss is the most challenging aspect of their job. Common complaints can be many and are well documented, including not trusting enough, not listening, being more critical than appreciative, creating a climate of fear, and lacking courage.
Back to your situation. Since you’re friends, he might show some favoritism towards you. You will need to discuss with him, as soon as possible, the best way to redefine the relationship between you. You call him uncompromising, a common facet of successful people who set high expectations for themselves. He can then be just as demanding of his staff and show a lack of recognition since doing well is “normal” in his eyes.
Being impatient, he can sometimes have a variable mood and thus destabilize several members of the team. Draw their attention to potential flaws and pay attention to what co-workers will say about their new boss. Be his eyes and ears in the department, while being discreet about your sources, to help him adjust to his new role.
The imperfect bosses
In your question, what I find most interesting is the remark that your friend wants to make as a boss. But, like the vast majority of managers, he is an imperfect boss. He will need help to improve his impact and change certain behaviors.
Of course, it is up to the organizations to provide this assistance. But I also invite you to adopt the posture of an ally rather than a passive subordinate. Here are some suggestions that go in this direction.
What organizations can do
- Be careful not to promote bosses for the wrong reasons, such as high performance as an employee or recognized expertise. Natural leadership should be the dominant criterion.
- To accompany (coaching, mentoring) and training bosses before or upon transition to a new position or role. Otherwise, they risk reproducing the way they were managed, for better or for worse.
- Better support the bosses, because they have to deal with growing pressure. Inevitably, all change initiatives in the organization fall into their hands one day or another without often being accompanied by sufficient resources.
- Give them access to the results of an opinion survey on the satisfaction and commitment of their team members, followed by an improvement plan supported by a human resources professional.
What you can do
- Before judging his boss, make the effort to put yourself in his shoes. Seen from the perspective of the employee, the task of supervision may seem easy when this position is recognized as very uncomfortable. The room for maneuver is often narrow and the decisions to be taken are rarely unanimous.
- Taking responsibility for one’s service means inheriting a context and an already formed team. Your new boss certainly wants to change or improve things in the way the department works. Invite him to make his intentions explicit and to communicate them well to the whole team.
- Give feedback to your boss, because without it, it can be difficult for him to realize that certain changes in behavior are necessary. It is therefore necessary to dare, alone or with a trusted person, to find the right moment and use the right words to present your reading of the situation experienced in the service and to clearly express the needs.
- Provide solutions to the issues you raise. Instead of focusing only on the negatives, find your boss’ strengths. Invite him to build on his strengths and not just seek to correct his limits. In short, give your imperfect boss a chance.