# Managing Groups and Teams/What should a New Leader do when entering into an existing team?

## Introduction

"The actions you take during your first three months in a new job will
largely determine whether you succeed or fail. Transitions are periods
of opportunity, a chance to start afresh and to make needed changes in
an organization. But they are also periods of acute vulnerability,
because you lack established working relationships and a detailed
understanding of your new role.",[^1] These words by Michael Watkins,
author of The First 90 Days, are a great summary of new leader
transition within an organization or a group. In general, team leader
transitions fall into two categories. The first category is better known
as "internal leader transition" and occurs when a team member is
ascended as team leader from within the very same team. The second
category, better known as "external leader transition" occurs when a new
leader, from outside the team, is assigned to an existing team.

The distinction from internal or external leadership is important
because the costs, risks and effects between the internal and the
external leader transition differ substantially. The difference is
attributed to several factors that Manderscheid [^2] summarizes below:

-   Outside executives are not as familiar with the organization's
    structure and the existence of informal networks of information and
    communication.

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-   Outside hires are not familiar with the corporate culture and
    therefore have greater difficulty assimilating.

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-   External candidates are unknown to the organization and therefore do
    not have the same credibility as someone who is promoted within.

The effects produced by a new leader joining an existing team depend on
the intervention to prepare and adapt the new leader to the new team and
the organization and vice versa. This intervention is known as leader
assimilation.

According to the consulted literature on leader transitions, although
several authors recognize the importance of an intervention in leader
assimilation, little research has been conducted to explore its
effectiveness. (Manderscheid, 2008)

Recent research made by Alexcel and the Institute of Executive
Development [^3] contains interesting data from 150 executives and
talent professionals across diverse industries and companies. A summary
of this study prepared by Cindy Kraft [^4] concludes that:

1\. Global CEO turnover is approximately 15% according to a 2007 study
by Booz Allen, a decade--high number. Other studies suggest 40% of new
leaders fail within the first 18 months. And Aon Consulting reports a
50% chance an executive will quit or be fired within his first three
years.

2\. Ninety two percent (92%) of respondents said it takes 90+ days to
reach productivity and 62% said 6+months. And even after making it
through the first 90 days and the first 180 days, a significant
percentage of external executive hires are gone within two years.

3\. While not as long as with external hires, 72% of respondents said
internal executives need more than the "first 90 days" to get up to
speed, and 25% said 6+ months were needed.

4\. Thirty percent (30%) of external hires fail to meet expectations in
two years and the fail rate of internal senior executive transitions is
20%, representing millions of dollars in losses at the executive level.
Among all respondents, 68% indicated fail rates are related to a lack of
interpersonal and leadership skills; 45% of respondents indicated it was
a lack of personal skills; and 41% of respondents attributed
underperformance to goal conflicts between the executive and the
organization.

## What circumstances prompt a change in leadership?

There can be internal and external circumstances in an organization
environment that require a change in leadership. These various factors
could be organized in three main groups:

1.  **Changes in the environment** - Usually, changes in the external
    circumstances of an organization require a change in leadership to
    help the organization to adapt to the new environment. There could
    be changes in technology, competitors, suppliers, buyers,
    substitutes and potential entrants that require some radical changes
    in leadership to solve the new challenges.
2.  **Changes in the architecture of the organization** - The internal
    circumstances usually prompted by alliances, joint ventures or
    merger and acquisitions demand changes in the structure of the
    organization, as well as changes in leadership to rebuild the
    organization according to these changes.
3.  **Changes in the vision of the organization** - In general, there
    could be changes in goals, scope, competitive advantage, logic of an
    organization that could be prompted by internal or external changes,
    or simply as a way to change the path of the organization thinking
    about the future.

Leadership transition in any group or organization is going to raise
some questions from both internal and external stakeholders of the
group. Some of the questions that may arise during these transition
periods can be:

-   Vision: What's the company's strategic story going forward?
-   Vision: Does the organization need the successor to be a visionary?
-   Architecture: What are the operating requirements over a three- to
    five-year time horizon?
-   Architecture: How is the organization changing?
-   Environment: How will the top executive roles need to change to fit
    new business demands?
-   Environment: Should the person have deep operational credibility and
    experience?

!Chart 3- time to
productivity\|500px[^5]

The above chart depicts the amount of time that can be be needed if the
new leader is coming from outside of the organization or group. The
analysis emphasizes two points; first that the amount of time for an
external candidate to adapt to their new environment can be considerable
and second; that planned leadership changes can be the most successful
in preparing both the new leader and the team by allotting more time and
resources to create a successful transition.

The most crucial time in the integration process is labeled the
transition phase. During this period both the team leader and team
members should focus on activities related to structuring the team,
planning the team's work, and evaluating the team's performance such
that the team will ultimately be able to achieve its goal or objective
in order to establish the structures and processes that will enable
future effectiveness.[^6]

Although there is no comprehensive data comparing planned vs. unexpected
leadership changes, the importance of a planned transition phase that
helps create a functional team is supported by the fact that external
executives can take less time to be productive or to jump from the
transition to the action phase leadership functions, if they integrate
successfully to the team and the organization, which is the objective of
the transition phase.

## What are the advantages of bringing in a new leader

New leader assimilation is a difficult task that usually represents a
large investment for an organization. The high rate of failure in new
leader assimilation requires a process to create a successful transition
to reduce the high cost and frustration in this process [^7]. High costs
and risks associated to bringing an external new leader have to be
inferior to those associated to promoting an internal new leader as it
is compared in the chart below:

!Chart 4\|500px\|center[^8]

A list of circumstances in which hiring an external leader could be more
beneficial than hiring an internal one can include:

-   New thoughts/ideas: Usually a new leader can bring new perspectives
    and ideas to solve innovation and change problems in an organization
    that the same organization cannot solve using its own resources. As
    we talked earlier, there could be radical changes in the
    environment, the architecture and the vision of an organization that
    could require new leaders to affront these new challenges.
-   Solve conflicts or evaluate processes: There is a dispute that
    cannot be solved using internal resources, and it is required to
    hire somebody else to establish a new order.
-   Lack of resources: Organization does not have internal resources to
    provide the desired leadership and need to hire an external one, but
    this circumstance can be a good opportunity to hire somebody who
    could inject fresh blood to the organization.
-   Experience in new markets or cultures: Expansion usually requires
    experience in new markets and cultures that the organization does
    not have. Internal experts usually make assumptions from their own
    market experience that cannot be applied directly in new markets or
    cultures.
-   Gain Industry experience: Before a company is launching a new
    product or entering a new industry, they might look to external
    hires for industry expertise in order to minimize risks and maximize
    opportunities.
-   Rapid growth: Companies can grow rapidly and they simply do not have
    the internal resources to provide leadership into the expansion and
    creation of new functional areas or divisions.

## What are the possible difficulties (and possible solutions) faced by the new leader?

We most often see organisations looking to outside sources for
leadership change. That is to say, for a leadership change that will
cause cascading changes that permeate throughout the organisation. While
a new leader brings new perspectives, new thought processes, new
decision making styles and other numerous advantages, it also brings
challenges. In the Harvard Business article, Right from the Start, the
article opens with the story of a new leader joining an organisation as
an "outsider". Some things he lacked that the insider would know would
be the detailed knowledge of the organisation, its structure and
systems, its politics and culture. \"His situation was complicated
because, coming from the outside, he had to simultaneously manage a
personal transition and lead an organisational transformation, in
addition to managing their accession to the top job. Together, these
elements of transition, transformation and succession constitute a
challenging scenario for a new corporate leader." (Ciampa & Watkins,
2005)

Challenges resulting from the change in leadership are not just had by
the new leader but they are faced by many throughout the organisation.
The comfort that is felt by choosing an "insider" isn't just a comfort
for those managing the position but it is a comfort for those who are
being led by that position. A new leader can face an assortment of
challenges from subordinates, especially if they were more in favour of
a different candidate to be their new boss. A new leader has the
possible situation of managing those who were interested in, and perhaps
applied for, the position. You might find your team has no want of a
leader and they feel they can manage the tasks at hand without your
help. Additionally, a new leader can find themselves in a situation
where their team has no desire for change or growth or see no need for
enhancement. Perhaps the individual whose position you are taking has
been absent (emotionally, mentally, or literally) from the team for such
a great deal of time, your new employees aren't sure how a "leader" fits
into the group.

The following five challenges, along with possible resolutions to such
challenges, are discussed by Ciampa and Watkins in the same article,
Right from the Start.

1.  **Acquiring needed knowledge quickly** - If you've been in a new
    leadership position you've probably expressed something similar to
    "there was so much I didn't know." We know some of what we don't
    know and yet there are things that we don't know we don't know. Find
    them out. The learning curve is steep and there is little time
    available during this early transition period for considerable
    error. You must move quickly to make the transition for yourself and
    the organisation. "The new leader may lack critical knowledge in any
    or all of three domains -- technical, cultural, or political."
    `<ref>`{=html}. Ciampa, D., & Watkins, M. (2005). Right from the
    Start: Taking Charge in a New Leadership Role. Harvard Business
    School Press , 336.

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1.  **Establishing new working relationships** - The challenge comes
    because you are leaving a comfortable, secure environment where you
    know the people and have established relationships to enter a
    situation where you know no one and have no connections. It is
    impossible to function at a high capacity without the essential
    components of relationships and networking in place. It makes it
    vital to establish productive, working relationships and build
    credibility as soon as possible. "Even under the best of
    circumstances, it takes time to establish productive working
    relationships. The new leader will have met few of his peers and
    subordinates, and his knowledge of their expectations, hopes, and
    concerns will be based largely on the opinions of others. New
    leaders cannot fully control how they are perceived by the people
    who in large part will determine their success." `<ref>`{=html}.
    Ciampa, D., & Watkins, M. (2005). Right from the Start: Taking
    Charge in a New Leadership Role. Harvard Business School Press ,
    336.

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1.  **Juggling organisational and personal transitions** - It's
    important not to just be reactionary when entering this new
    organisation full of unknowns and uncertainty. Establish the
    prevailing tone and pace you desire to utilise to shape the
    organisational change that has been the aspiration for your addition
    to the company. Recognise that the change mandate may have been
    recently delivered to the employees, possibly in the same breath
    that they are told 'Oh yeah, we also have a new leader coming on
    board.' Recognise that you will have a variety of employee
    perspectives from anxiously awaiting change, to sceptical and
    unbelieving, and perhaps still others threatened by the arrival of
    an unknown person to this position of power. It might be difficult
    to recognise who is reacting in what manner at first but little if
    anything can be done to avoid this. Understand and anticipate that
    you might have little control over some aspects of this situation
    but still try to make the best of it in whatever means possible.
2.  **Managing expectations** - The expectations start as early as the
    first phone call. The search team and you, as the candidate, both
    had expectations of this new situation. Both wanted to give and
    receive something from the formation of this new possible
    relationship. It is important to manage and set reasonable
    expectations throughout this time. Additionally, employees'
    expectations are inevitably affected by rumours and hearsay as well
    as the official declaration when a new leader is announced.
    Unfortunately, a new leader has little to no control over this. "All
    he can do, typically, is to try to comprehend the prevailing
    expectations and to deflate--carefully--those that are dangerously
    high while taking advantage of those that are useful."
    `<ref>`{=html}. Ciampa, D., & Watkins, M. (2005). Right from the
    Start: Taking Charge in a New Leadership Role. Harvard Business
    School Press , 336.

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1.  **Maintaining personal equilibrium** - "Some version of the first
    four challenges confronts all new leaders during their transitions.
    Handling them successfully often depends on maintaining emotional
    balance and exercising clear-headed judgement." `<ref>`{=html}.
    Ciampa, D., & Watkins, M. (2005). Right from the Start: Taking
    Charge in a New Leadership Role. Harvard Business School Press ,
    336.

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You will inevitably feel a mix of emotions when taking a new leadership
position: anticipation, excitement, fear, uncertainty. This is natural.
The important part is keeping balance of all aspects of your life and
recognising you are setting a standard by how you react to these
emotions. Is work/life balance important? What is a "normal" work week?
Remember that others are watching your reactions and you are in fact
modelling the behaviour which can set the tone for your tenure of
leadership as well as the tone for your organisation.

Overcoming obstacles of possible conflict before they become
insurmountable is extremely important in this new undertaking. Asserting
oneself and reaffirming that you were the best possible choice for the
position while not offending or isolating your new team is a complicated
process. It's important to create momentum from the beginning and to
harness any excitement and positive components that you've got going for
you.

One of the key decisions that you need to make, when you are replacing
the leader of a team, is whether to promote someone from within the
team, or to look for someone from outside of the group. Both of these
options have advantages in certain situations, and both present
challenges to overcome as well.

## When replacing a leader, what are the advantages of promoting someone from within the group?

When you are replacing a leader who has been doing a good job, and the
team is on the right track, it is often a good idea to promote a new
team leader from within the existing team. One of the major advantages
of promoting from within is consistency. Leaders promoted from within
the team already know what is going on. They are familiar with the
team\'s goals, processes, and culture, and therefore can usually step
right in to the leadership role and keep things going with a very short
transition period needed.

`   Promoting from within also sends signals to the rest of the members of the team. When a teammate is promoted to a leadership position it signals to others that there are opportunities for growth within the organization. It also signals to the team that they are on the right track and they are doing a good job. Both of these signals can help to support the morale of the team members and encourage them to keep moving forward.`

`   There are some challenges that may arise from promoting a member of the team to a leadership position. The new leader may struggle to make the transition from a team member and friend to leader and boss. Some members of the team may feel that they are more qualified for leadership position. Others may feel that their existing friendship with the new leader entitle them to special privileges above the rest of the team. “Allying the jealousy and winning the trust of those left behind, while still asserting authority, requires a diplomacy and agility that many [new leaders] lack. But they must master those skills if they hope to get ahead.” `[^9]

## What are the advantages of bringing someone in from outside the group?

When the group is struggling to accomplish their goals and drastic
change is needed, bringing in a new leader from outside of the
organization can help to correct the course. A new leader who is
previously not connected to the team can bring fresh ideas and insights
to the table. They may also be able to refocus the team on the goals and
can help to shift an ineffective culture.

`   Again, making the decision to hire a new team leader from outside of the organization sends signals to the members of the team. In this case, the new leader signals that there are needed changes in the teams operations, and that the way things have been done in the past may not be acceptable in the future. The hiring of an outsider puts all team members on notice that their position within the team is not secure, and that other changes may follow if results are not achieved.`

`   It is likely that a new leader who was not a member of the group will always be viewed as an outsider. This view creates challenges in getting cooperation from the team members, and in maintaining high morale. It takes time for a team to make an effective transition to a new leader in any event. If the leader is an outsider this transition usually takes longer and requires patience both from the new leader and the organization as a whole.`

`   Rarely is the decision of whether to promote from within or hire from outside a clear black and white scenario. In most cases there are some things the team is doing well, and so some continuity is desired. At the same time there are usually some areas in which improvement is needed and change is desired. There are also issues regarding whether or not any of the team members are prepared to take on a leadership role which also must be taken into account when making the decision on where to look for a new team leader. The most important thing when making this choice is to be aware of the consequences (both good and bad) of that choice, and be prepared to help your new leader to be successful in their role.`

We have examined the effects of a new team leader joining an existing
team and in this section we will focus on how a new team leader can take
advantage of the opportunity that initially exists without becoming
prone to the vulnerabilities that also exist.

## The transition process plan. Tools and resources.

There are a number of traps that can await a new leader throughout the
transition, however if the leader can focus on key points during this
time they can be much more successful both in the short term and long
term. In a letter written to Vikram Pandit during his transition to CEO
of Citigroup Michael Watkins and Dan Ciampa noted the six leadership
lessons that they have learned through their research of leadership
transitions. [^10] A summary of these lessons is below:

1.  **Identify critical alliances within the group and organization** --
    This step of the process involves identifying powerful internal and
    external constituencies and gaining their support. If a new leader
    can convince these influential individuals that it is in their
    interest for the leader and their strategy/goals to be successful
    they can quickly gain their much needed support during the
    transition. Examples of these influential individuals which the new
    leader will want to identify include key senior members of the
    group, leaders of other groups within the organization, executives
    or board members within the organization and influencers within the
    partner or customer organizations.
2.  **Get the right team in place fast** -- As a new leader transitions
    into his role within the group or organization it is inevitable that
    they will inherit senior members of the team which are holdovers
    from the previous leader. The key here is to identify those with the
    skills, knowledge and background to help the new leader and their
    goals succeed. The most difficult task as a new leader is to remove
    or disrupt the senior membership of the team or organization but is
    essential for both the short and long term success of the leader. If
    they want to create a successful team that will share their vision
    it is important to get the right team in place fast; even if it
    requires replacing key people from the previous leader's team.
3.  **Secure early wins** -- As seen in the movie 12 o'clock high it is
    important for a new leader to demonstrate tangible successes to the
    team as soon as possible following the transition. The wins do not
    have to be large relative to the overall goal of the team; in fact
    it is suggested that they are small but the necessary component is
    that the results are tangible so that the group can experience
    success early on under the new leadership. Pick the low hanging
    fruit first.
4.  **Lay the groundwork for effective communication** -- As a new
    leader joins a team everyone is closely watching their actions and
    listening to their words searching for signals and directions as
    they try to figure out who the leader is and what the new leader is
    all about. This is why it is crucial to clearly define and
    communicate your priorities, values and expectations early in the
    transition. If you want to influence the group and get buy-in as the
    leader it is key for them to know who you are and what you are all
    about. One effective method to accomplish this is through a new team
    leader assimilation meeting. In this meeting the team leader simply
    presents himself and who he is, both personally and professionally,
    and asks his team members do to the same. This open and
    collaborative communication early in the process allows for barriers
    to be broken down between the new leader and the team's members.
5.  **Shape your vision** -- This is not the mission of the company or
    the group, rather it is a vivid mental image of what the new leader
    sees as the future for the group. It should be a picture of what is
    seen, heard, and felt when the group fulfills its mission and
    objectives. The key people within the group must be inspired by this
    vision if it is to be effective.
6.  **Build and use a balanced advice network** -- This could be the
    most important of all of the key areas to focus on. Too often new
    leaders come in with an attitude that they are in place because they
    know everything about the group's objective or process. This is most
    likely not the case and new leaders can run into troubles when they
    are in fear of the vulnerability which can be created by showing
    their lack of specific knowledge related to the group and make a
    decision simply because "they are the leader". To avoid this trap,
    new leaders should build a well balanced network of individuals
    within and outside of the group. This allows for the new leader to
    accelerate the learning process when it comes to group culture,
    market trends, products, etc. This can be the most effective tool in
    the new leader's arsenal.

Successful transitions within a group can also be influenced by actions
taken by the organization or team prior to the change in leadership.
Many companies and groups develop succession plans in advance of the
departure of the current leader as a way to lessen the downtime and
soften the negative effects which result from leadership transitions.
Perhaps the greatest benefit among these plans is the ability to
transfer organizational knowledge from the outgoing leader to the
incoming leader however to effectively accomplish this it is important
to identify potential new leaders in the early stages of the succession
plan [^11].

## Recommended steps for a new team leader

Lessons learned from leadership transitions in the political arena can
also be applied to new team leaders in the business sector. In an
article discussing the quick departure of New York Governor Elliott
Spitzer and the accession of then Lieutenant Governor David Paterson,
Rick Lash, North American director of the leadership and talent practice
at Hay Group identified five critical points to aide in a smooth
transition. [^12].

1.  **Don't step into the old leaders shoes** -- If following a well
    liked leader it is important not to get into a popularity contest;
    conversely if you are following a leader that experienced negativity
    throughout their time in the role you do not want to be overly
    concerned with making the same mistakes. Simply put you need to be
    yourself and follow your own vision. In establishing credibility and
    a loyal following amongst the team it is important that they see you
    for you and not a mold of the previous leader.
2.  **Stand up for what you believe in** -- One of the first steps is to
    let those around you within the group to know what you stand for.
    Often as a new leader you have skills, values and beliefs that
    others aspire to have and it is essential that you communicate this
    to those within the group.
3.  **The great pretender** -- All new leaders stepping into a role
    within the group are going to have some knowledge gap of essential
    information specific to the group which they will have to learn.
    There is always going to be the fear of being ill-prepared as the
    new leader, however those that are successful are the ones that
    effectively deal with this natural anxiety as they step into their
    new role.
4.  **Listen and learn** -- A new leader of a group should not be
    completely consumed with wanting to take action in the beginning of
    the transition. While it will be important for them to share some
    small successes with their team early on, it is also important to
    listen with an open mind. This step can help the new leader in
    gathering important information that may aide them in making future
    decisions which may have gone unnoticed or overlooked if they are
    only concerned with taking action and making changes in the early
    stages of them assuming their new role.
5.  **Seek advice** -- This can be the most problematic and difficult
    trap for a new leader to overcome. After taking over a group new
    leaders tend not to reach out to others for advice, rather they
    solve problems and uphold their image as the leader at all costs.
    The reality is that the best leaders are those that are able to
    recognize their weaknesses and seek out advice to make the most
    informed decision possible.

Both Gilmore and Watkins suggest the same basic tools for a new team
leader to have a successful transition including effective communication
and building an environment of collaboration around you. In addition
Peter Fischer offers a framework for effective leaders to avoid typical
pitfalls and mistakes during their transition in his book "The new boss:
How to survive the first 100 days." This framework which has been
summarized by the Leading Blog website emphasizes the new leaders
ability to identify and prioritize what is important and more
importantly what is not, their desire to develop key relationships early
in the process and most importantly the leaders ability to impart
confidence and trust throughout the transition by communicating their
vision [^13].

  Leaders who make transitions successfully                                                                                                                              Leaders that are less successful in transitions
  ---------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------------------------------------------------------
  Possess superior knowledge and familiarity with the field and readily distinguish between what is important and what is not                                            Often come from outside the field and take too long to get their bearings
  Recognize and develop key relationships, deal adroitly with hidden rivals and predecessors, build networks in the organization, and show that they are team-oriented   Focus too much on the tasks to be accomplished, neglect the development of working relations built on trust, and tend to prefer to work things out alone
  Know how to group the many issues and problems into a vision and to motivate the employees                                                                             Pursue too many approaches at the same time without a persuasive strategy and focus on eliminating weak points
  Communicate with senior management on strategy and style of leadership                                                                                                 Accept unclear expectations from senior management
  Have knowledge about the process of changing leadership and impart confidence and trust because they can assess developments                                           Are too easily surprised, concentrate only on changes and thereby neglect the employees' need for stability and security

## References


[^1]: . Watkins, M. (2003). The First 90 Days. Boston, Massachusetts:
    Harvard Business School Publishing.

[^2]: . Manderscheid, S. V. (2008). New Leader Assimilation: An
    Intervention for Leaders in Transition. Advances in Developing Human
    Resources 2008 10 , 686 - 702.

[^3]: . Alexel / Institute of Executive Development. (2008). Executive
    Transition Market Study.
    <https://www.execsight.com/Resources/View.php?id=323>.

[^4]: . Kraft, C. (2008). Executive Transition Market Study.
    <http://www.cfo-coach.com/2008/06/executive-transitions-market-study.html>
    , 1.

[^5]: . Alexel / Institute of Executive Development. (2008). Executive
    Transition Market Study.
    <https://www.execsight.com/Resources/View.php?id=323>.

[^6]: . Frederick P. Morgeson, D. S. (2009). Leadership in Teams: A
    Functional Approach to Understanding Leadership Structures and
    Processes. Journal of Management 2010 36 , 5-39..

[^7]: . Alexel / Institute of Executive Development. (2008). Executive
    Transition Market Study.
    <https://www.execsight.com/Resources/View.php?id=323>.

[^8]: . Alexel / Institute of Executive Development. (2008). Executive
    Transition Market Study.
    <https://www.execsight.com/Resources/View.php?id=323>.

[^9]: `. David Koeppel, “Executive Life; A Tough Transition: Friend to Supervisor” New York Times March 16, 2003`

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