inheriting a team // kendra@lmk

When I started LMK, I expected the stories to be directed towards general personal improvement areas. However, I realized there were a lot of work-related interactions and stories I was having day-to-day which would not fit into the neat box of these improvement areas. These are one-off anecdotes, the approach I used, and the lessons I learned. -kendra@lmk

inheriting a team

When you become a team lead or manager, it’s common to be appointed to lead an existing team or a team that someone else has hired. This is often the case if you step into a role at a new company or on a new project. You did not hire or choose the people who make up the team you will be leading. In other words, you inherit a team. 

We don’t always get the convenience of choosing the people who will be working for us (also known as direct reports) and that is totally ok. These situations where teams are inherited are usually tied to new leadership opportunities, new projects, and new roles. Usually, it’s a very good thing to be inheriting a team!

However, the road could be rocky to get to know the individuals on the team, gain their trust, and get established as the new leader – especially if they have an existing way of working together. 

I’ve learned these lessons through experience. I have inherited teams – I’ve been the “new boss.” And I have been on a team that was inherited – I’ve gotten a “new boss.” Through my own actions and observing the leadership choices of others, I have learned how best to approach inheriting a team and starting off on the right foot as the “new boss.”

Introductions: Get to know them

Getting to know the team seems like an obvious way to start as the new manager, and yet so many seasoned managers get this wrong throughout their careers. In recent years, I have had a few new bosses who have completely ignored this step. They went straight to “doing the work” without getting to know what the existing team brought to the table and how that fit with their goals. I personally have not always done this well in the past either, but I have been able to improve by prioritizing this step.

Get to know the team for interpersonal reasons: This team is new to you, and you are new to them. This is your opportunity to start relationship building and ease their transition to having a new boss. If you show genuine interest in them as people from the start, this will help everyone get comfortable with the new way of working. Start by having one-on-one casual introductory meetings with everyone on the team, get to know them, and help them get to know you. 

Get to know the team for business reasons: You need to know what professional experiences and skills make up the team. Get to know their professional or educational backgrounds, their skills and knowledge areas, and their career goals. This is important for your ability to leverage the team to deliver strategic goals for your company, while also positioning them for success as individual contributors. After introductory meetings, have one-on-one performance conversations. Continue regular performance check-ins (more frequently than you would normally) as you ramp up as the new manager.

Prioritizing this step when you step into the role of being a new boss is critical, and you will need to continue to build relationships with the team and continue to have regular performance conversations with the team throughout your tenure.  

Knowledge Sharing: Learn from them & listen

While you’re getting to know the team, you should also be getting information about how this team has worked together, what they have delivered together, and what institutional knowledge they have to share. You have a lot to bring as their new boss as much as they have a lot to bring as your new team. This step is important for getting historical information on projects, systems, processes, or lessons learned. Keep an open mind and be genuinely interested in the knowledge they have to share with you. 

Do not dismiss legacy systems or processes, especially if you are now working with the people who have delivered or maintained them. That is a quick way to make them feel unappreciated, and it won’t help your transition into being the new boss. It is extremely helpful to have people knowledgeable in the legacy way of doing things while you are trying to introduce a new way, do not take those perspectives for granted. 

While you’re likely to be having “knowledge transfer” sessions as you get started, you should always keep an open mind to listening and learning from your team, even after your official rolling-on period has ended. 

Way of Working: Trust, transparency, communication 

There are so many leadership qualities that should be part of your day-to-day management style, but when you inherit a team, it all starts by establishing trust, transparency, and communication. This is paramount to how you begin your way of working with a new team. You will get into a regular working cadence over time, and this foundation will help you get started on the right path. 

Build Trust – By getting to know the team, and listening and learning from them, you will already be building trust with the team from the start. Continue to maintain trust by doing what you say you are going to do, admitting when you need help, and being honest. 

Be Transparent – The team is going to have a lot of questions every day as your tenure as the new boss gets started. Be transparent about the decisions you are making and any changes that are coming. Explaining your reasoning behind your decisions is an easy way of being transparent and helping the team understand your management approach.  

Communicate – As stated above, you are getting to know the team and the team is getting to know you. You are all starting to work together for the first time. Don’t assume anything is inferred. This is your time to overcommunicate with the team and encourage them to do the same.  Encourage open dialogue through chat and establish regular check-in meetings. Keep the communication channels open so everyone is comfortable with the new boss and you are comfortable with your new team.

Stepping into a leadership role for an existing team can be stressful and scary, but remember – this is a good thing! You have a new opportunity for yourself and a chance to make a positive impact on your team as the new boss. By getting to know them, keeping an open mind, and building trust, you will ease their transition of having a new boss while also positioning your entire team for success.