Liz's Leadership Insights Blog
Having a new senior staff member join the team is an exciting – and frightening – experience. It’s exciting and frightening for the new team member as they wonder:
Maybe there’s something in the air or maybe the planets have shifted, or possibly we’re all just really tired of all of the turmoil. Whatever the cause, there’s an increase in personality-driven, team member conflicts. I’m seeing less patience and intentional conversations, and more clipped, curt, and non-candid conversations with managers and their teams. Whatever the nature, cause, or severity of your team member conflicts, how you as a leader respond says a lot about you, your leadership, and your organization’s culture.
Now that you’ve finally hired the additional project team members needed, and you’ve checked, checked, and triple checked your strategic initiative’s plan and deliverables, it’s time to start your project, right? Wrong.
- Are you taking over for a leader who has left the organization?
- Are you inheriting someone else’s team?
- Or, are you stepping into a newly created leadership role?
Refining processes and developing the next generation of leaders are fundamental to succession planning. I’ve worked with my clients on these key succession planning and talent development steps for years. However, during a coaching call with an executive this past week, I learned a valuable insight into HOW I need to guide my succession planning clients going forward. The leaders need to plan for succession as if THEY were going to return to the company.