WHEN YOU ARE THE NEW SHERIFF IN TOWN
By Craig Lloyd

If you are like most managers in our industry, you will move to a new arena because of a job change or promotion during your career.  You will blend your leadership style, “change agent” abilities, and recruiting skills into your management strategy.

This career change may occur as early as your first management position, perhaps as a laundry manager for an in-house OPL or as a route supervisor. You may be the highly recruited general manager coming in to turn around a failing plant.  But regardless of what level position you are taking on, be prepared for “push-back” from those reluctant to change at your new company.  

THE HARD PART
When you take on a new position – one of the hardest things to do is evaluate your direct reports.  These individuals who you have inherited, will make you or break you. Draw upon your instincts and understanding of human nature to develop a relationship of trust and credibility with each direct report. Your success in the new position depends upon your new reports “buying in” on all changes. In essence, supporting you and your decisions in your position, whether or not they are in line with your predeccssors.  Simultaneously, you must decide if they live up to your expectations of the responsibilities that their position calls for.

Meet separately with each direct report several times the first 30 days. Meet over a cup of coffee – it is more personal and disarming. Get to know them, their history, their observations, ideas, shortcomings, etc. Ask for their input on their position.  Find out what they think could or should be changed and why.  You may find someone who is capable and wants to take on a greater role. 
And, people love to talk.  You will garner important information on your employee and the other employees. 

CONTINGENCY PLANS
Even if your inherited team looks competent and stable, consider setting some contingency plans in motion.  Put the word out to your network of contacts that you are looking for talent.  Consider running a blind ad or identifying a trustworthy independent recruiter who specializes in our industry.  Some managers, arriving into a new position, will put everyone on alert by diplomatically letting each direct report know that they need to plan on “re-interviewing” for their position, potentially even along side external candidates.

How much time should you give each of your inherited direct reports before you decide if you should recruit replacements?  Pulling the trigger too quick on your inherited direct reports may not give them the benefit of your coaching ability and leadership vision.  Quick terminations are a double edged sword, if done right and for the right reason, a step forward for your success.  If done without forethought  and finesse then fear and  anxiety will dilute productivity and send a mixed message among the remaining team  Separately, can you quietly search for back – up candidates without tipping your hand ? 

Be flexible and keep your wits about you   Be prepared to have one or more direct reports jump ship. If you run a blind ad realize the local talent pool may not provide candidates with certain aspects of experience.  Have the confidence to bring in replacements who will require training time and closer supervision.