July 15, 2025 • 27 mins
One of the most challenging things a leader will do is take over a new team. Sure, you might think that you are taking charge, and they are there to serve you. Actually, it's the other way around. You must serve them. You must guide them. The building of trust is on you not them. All too often new leaders lose a lot of human capital and a lot of time by started the wrong way with their new team. On this week's episode of the Leadership Lifestyle Podcast, we'll show you how to start with your new team the right way and put your objectives into to hyperdrive because you immediately put your new team at ease by showing them, you're there to help them win!
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(00:00):
You are about to take on 1 of
the toughest assignments a leader can take on,
and that is taking over a brand new
team, and there is definitely a right way
to do it and a wrong way to
do it and the Wrong way to do
it really causes a lot of detrimental effects
long term downstream, that makes it almost impossible
to get their trust back. So we're gonna
dive into the right way to do it.
Things that you could do the wrong way
to do it and dive in into some
(00:21):
statistics that'll show there is definitely a problem
out there when it comes to leadership in
general and definitely taking over a brand new
team.
You found a leadership lifestyle podcast, where we
talk about all things leadership because leadership isn't
just what you do. It's who you are.
So we hope to make you a better
(00:41):
leader, help keep your sanity and make your
team better, so you make more money. So
every week, we talk about a different topic
that helps you do all those things, so
hit the subscribe button so you never miss
an episode, tell all your colleagues and friends
and let's get a discussion going on how
we could grow together as better leader. For
Welcome to another podcast at leadership lifestyle. I
(01:02):
hope you have a great week plan to
head for you. So today, we're gonna talk
about how to lead a new team and
not piss off everybody in the process. 1
of the toughest assignments you possibly can have
as a new leader? Or maybe you're newly
promoted into leadership and you haven't had the
opportunity to really learn how to lead people.
Which I know sounds crazy, but we're gonna
get into other statistics other is actually quite
(01:25):
normal, which is kinda shocking, but True is
true. And we're gonna dig into that and
ways you can really shoot yourself on the
foot and do things the wrong way. But,
of course, this being a developmental podcast of
things. We're gonna get into some things that
really help and there is... Are a lot
simpler than you might think, and you don't
really have to invest a lot of effort
and time in and or definitely not money.
(01:47):
You... Just to have to have a different
way of looking at things. Because when you're
taking over a new team, 1 of the
biggest things is how... You know, the the
sponsor of the team how they accept you
as the leader. Even though they kinda have
to, you've been promoted and put in charge
of them, but they really only wanna know
2 different things. They wanna know what you
know? Like, what are your skills? What is
(02:07):
your knowledge? What do you bring to the
table that people well above them said this
is the person that's gonna lead and and
you have almost have to prove why. They
wanna know what you know? The next thing
they wanna know is how do you lead?
In other words, how do you treat people?
How do you interact with them? Those are
some of the biggest things that they need
(02:29):
to know that they're gonna have the anxiety
for and the problem becomes, you know, anytime
whether it's that or or any kind of
initiative even if you're been on a team
for a while. Here's the thing lack of
clarity, lack of really knowing what is coming.
If there is a void of information, it
is always filled with pessimism and negativity
(02:49):
and unproductive behavior, all of those things. And
the sooner you can bridge that gap, the
better. So in other words, when you think
of, like, situational of leadership. And for those
of you who haven't gone down the the
the the learning path of situational what leadership
from the Ken Blanchard companies you really need
to. This is probably 1 of the most
helpful tools. I have ever used with a
team because it really shows how people are
(03:10):
different and and you're matching your leadership style
to what they truly need in that moment.
And I've just in the short term or
even the long term, but whatever they're working
on right then or whatever position they have,
it really helps you clarify how to really
approach that person. So you really gotta get
into but the first block of situational leadership
is you don't know what you don't know.
You know, you just got hired. You just
(03:30):
got this position. And you don't know what
you don't know because you haven't been there.
You couldn't possibly know. And that's, you know,
you've celebrated... You gone into a dinner, celebrate
your promotion, celebrate you're higher, whatever the case
might be, but you're just gi. You're happy.
Of course you should be. You just arm
some. It's not long before you go into
the second phase of you now start to
realize or you do know what you don't
(03:52):
know as people approach you with questions as
you start tackling
issues and things like that. And it just...
You know, we've talked in in in another
podcast about onboarding people onto your team correctly.
Well, now we're kinda doing everything in reverse
when it comes to the leader. How do
you
onboard yourself onto this team because it's up
to you to do that. You know, when
you think you're leading a team, and you
(04:12):
bring people on. It's it's just something you
do. It's part of your your activities of
hiring someone. But you're kinda on your own
as a leader to do that. And oftentimes
leaders are in such a rush to prove
what kind of change they can implement the
impact of the team. All of those things,
and you're you're you're focus too much on
what you're doing rather than what the team
(04:33):
needs. And and as I said before,
leadership not about you
But later, it will be about you. When
you spend all your time and energy really
building up the team, really trying get to
know them and make them themselves sufficient, get
to a point where they just don't need
you anymore. So before we dive into what
roadblocks you're gonna have and things you need
to worry about. I wanna go over couple
(04:54):
of articles with you. And these be posted
in the show notes, it's really helpful articles
on, some statistics on, bosses in general and
some some new bosses,
so statistics and and how things can definitely
go wrong. So the first one's in a
Linkedin article from Paul Pet and talking about
some Swedish researchers that
study 3100
(05:15):
leaders over 10 years. The men who reported
have a bosses they didn't respect were over
60 percent more likely to suffer a heart
attack or another life threatening cardiac
condition. So I'm not saying every
leader or every situation is causing that but
you definitely can. So
here's the important of how... The importance of
(05:35):
having good bosses. So 3 out of 4
employees report their boss is the worst and
most stressful part of their job. Most people's
lives are worse off that they have a
boss that stresses them out. And and try
to imagine how much happier and more productive
they would be if they had the right
boss. The average
organization is 50 sent as productive as it
(05:57):
should be. Thanks to the less than optimal
leadership practices, and I've talked about this in
a previous podcast for sure, is called the
hidden productivity
killer of how we interact as leaders and
just really drain the team and they could
be doing so much more and this it's
really not about just measuring impacts and outputs
of of however you widgets you're making or
whatever you're trying to create or whatever kind
(06:17):
of job you have. It's just... There's things
leaders do that just turn the team off
that make them work a little less harder
than they should be or could be if
we just get out of own way. 86
percent of companies say developing new leaders is
an urgent need. So think about that for
just a second. 86
percent of companies. Okay. Think about where you're
(06:37):
at right now, What company we're for And
you, many of you probably work for great
companies I certainly do. But how many really
truly
invest in that? Let me really do. You
here we're saying 86 percent say it's important.
Are 86 percent of you getting leadership training?
I'm gonna guess not. Thankfully. A lot of
you are doing it on your own because
if you're listening to a podcast like this,
it means you're trying to really grow and
(06:58):
get new ideas and have different kinds of
discussions and things like that. 85
percent of executives
are not confident in their leadership pipelines. And
so here's it here's an interesting paradox if
you will. You know, we know it's important
to develop leader and we know we're not
doing it. And now 85 percent of executives
are not confident in their leadership pipelines meaning
(07:18):
who's coming behind them. So it's almost kinda
like They know how they've been raised so
to speak in their career, and they didn't
get people helping them and developing them the
way they should have they're seeing that downstream
that that's not happening in the future, and
they know it, and it worries them. 65
percent of employees say they take a new
boss over a pay raise. Imagine day in
(07:41):
and day out, driving to an office or
production plan, a warehouse. What whatever kinda work
you do and hating it or or you
pull into the parking lot. You know who
drives what car, and you you know when
that certain leader is there and when they're
not there, and it really just changes your
mood before you walk in the building, or
hopefully you see your your work best these
(08:02):
car and you think it's gonna be okay.
But 65 percent of employees say that they'd
rather have a new boss than a pay
raise. 51 percent of managers are disengaged with
their job and an additional 14 percent are
actively dis disengaged. In other words, 50 51
percent are kinda just tuned out, really not
pushing the team forward. They're just kinda there
of, like, getting through that day rather than
(08:24):
thinking futuristic logistically of what's coming. And 14
percent are just flat out showing their dis
disengaged. So that leaves about 35 percent of
managers that are actively
trying to make the team better, trying to
make the individuals better, trying to make the
work better. So imagine just 35 percent. But
the good news is that you are probably
part of that 35 percent. If you're listening
(08:45):
to podcasts like this or you're you're just
researching or trying to learn and grow. That's
probably who you are, and that's a good
thing. 87 percent of companies say they don't
do an excellent job developing leaders at all
levels. And this is interesting.
It's probably more of a cost factor, but
certainly, I'm sure the the c suite of
most companies go to all kind of conferences
(09:08):
and they bring people in to do training
and all kinds of stuff, but and on
all levels, does that happen? Or do we
think, oh, well, you know, later in their
career they'll get it or
I know it now, so I can teach
them. This is probably because most organizations have
yet to figure out the secret sauce to
developing managers. Well, there's really no secret sauce
(09:28):
If if it was that important to you,
it it's not just like having a training
and development department. But really, like, if you
think about people who are dynamic trainers who
love to develop people, why can't companies find
that kind of person and put them in
place? If it was important to them, they
would do it. Employers have managers,
they didn't like. Were 60 percent more likely
(09:51):
to suffer a heart attack. And this is
something I said a little while ago. Think
about that again. Employees have managers, they didn't
like were 60 percent more likely to suffer
a heart attack. Think about where you spend
the majority of your time. It's probably it
work. And and how that stress and interaction
is all the time just wears you out
(10:11):
and that's just staggering to think you can
have that kind of impact on somebody. So
here's another article from Forbes from David Stewart
and Todd Nordstrom, 10 shocking workplace stats
you need to know. So in a recent
study on career realtor dot com, but whopping
58 percent of managers said they didn't receive
any management training, and that's pretty normal. They
(10:33):
don't really get it for up to 4
or 5 years but yet here we put
people in charge of things. Libre Bran author
of the said hidden reasons employees leave revealed
that 89 percent bosses believed employees quit because
they just want more money. They never look
at themselves, and they never wonder why they
haven't built that relationship you got somebody who's
leaving, you kinda should know why because you've
(10:55):
made those connections. Number 3, the eighties band
lover boy. Everybody's working for the weekend is
still ranked number 1 on V one's 100
greatest songs because it... It's kind of a
paradox of a song
because how many people just wanna get away
from work or you listen lately?
I was listening to a speech Gary v
gave about how sad it is that people
(11:18):
are so focused on, oh, thank god it's
Friday. They just live from weekend to weekend,
The book end of where they spend the
majority of their time, their development. Their opportunity
to make a life for themselves and money
that they can't wait for that to be
over, so they can just veg. That's so
sad. A Harvard business review study revealed 58
percent of people say they trust strangers more
(11:39):
than their own boss. Out 58
percent is just amazing. In global studies, they
reveal that 79 percent of people who quit
their jobs. Sight, lack of
appreciation as the reason for leaving.
Recognition is so easy to do and most
companies don't do Number 6, American workers forfeit
fit nearly 50 percent of their paid
(12:02):
vacation back in 20 17. I'm gonna guess
the status changed a little bit, But think
about that. 50 percent, they just didn't go.
And why? What kind of pressures are they
under that they can't even take time off.
I remember 1 time I was getting ready
to going on vacation, and there a lot
of things going on. There always is, and
I hope you work for a company worse
stuff always going on because that means some
(12:24):
great things are happening. But, you know, I
was getting ready to going on vacation, and
they said, oh, you're gonna go now or
this or that, and I said, listen, if
this operation is gonna shut down simply because
I didn't walk through the front door. There's
a lot of things wrong. Number 1. I'm
severely underpaid if I have that big of
an impact on operation. And number 2, what
is everybody else doing? Like, how do we
not have things in place that 1 person
(12:44):
can't step off for a little bit. That's
pretty sad. We've kinda missed the boat on
a lot of things. Another career builder study
released revealed that 2 out of every 5
employees suggest they've gained weight at their current
job. That's just a byproduct of stress factor
that they've just gained weight out of out
of stress and anxiety, and they they don't
focus on their well this. Number 8, people
(13:06):
still fall in love at work. A study
by glass or suggests that men and women
are almost equal when it comes to finding
love in the workplace. Women find love a
little more frequently than men. However, 52 percent
reported finding love that work compared to only
48
percent of men. Well, that's certainly true for
me. My wife and I just celebrated our
t wedding anniversary and we met at work.
(13:28):
So we're part of the fifth 2 percent.
On number 9, the conference board reports that
53 percent of Americans are currently unhappy at
work. And if you consider that, half of
the workforce on happy. That's just ridiculously sad.
But when you think about the other statistics
about half of them aren't taking they'd occasions.
I wonder if it's the same hat. But
(13:49):
now you wonder why when you go into
places and the service levels are are horrible
or people just don't seem to care they're
tuned out. Well, now you know. In number
10, recognition is the number 1 thing employees
say their manager could give them to inspire
them to produce great work. That is definitely
1 that's missing. So you can clearly see
with all these statistics that there is a
(14:10):
huge
mountain decline
just with any team, let alone something you're
taking over new. So here's some things I
like to talk about. So I call this
the 4 protesters when you take over a
team because inevitably, you know, so a lot
of people come running to you, just quietly
off to the side. They wanna tell you
everything about the team and who does work
and who doesn't do work and all of
(14:31):
those things. And it's really easy to kinda
fall for that and and wanna build allies
and relationships and all that the wrong way.
But inevitably when you take over a team,
and I'm talking about just the group of
people that don't really want to work. The
reason I call them protesters is not because
they're in front of your building and waving
signs and marching and and yelling and screaming.
I'm not talking about that, but they just
(14:53):
quietly don't work. Like we talked about in
that those statistics how unproductive teams really are
when the managers not engaged. So the very
first protest is the king or queen of
ness. Now. So this project they're the ones
though are the outspoken ones they're gonna tell
you. This is dumb. This is stupid. This
doesn't work. Why are we doing this? All
of those things. What they're really saying is
they're and not I'm gonna do and they
(15:14):
think they've got all the solutions and all
the answers and things like that. And these
are also typically people who kinda don't wanna
be in charge. Or this could be the
person that Well, maybe they thought they were
gonna get the position you got. I'll never
forget 1 time, I took a a job
with a company. I was already working with
the company, but they an opportunity another city
it was a 1 time I moved my
entire family from Florida to Tennessee poor a
(15:35):
job, and I was told 70 people applied
for this position, and I wound up getting
it, and it turns out if 3 people
that reported directly to me,
applied for that job, and they didn't get
it after their interview. And, of course, it
was... They... They wanna know what was so
special about me and things like that. When...
So you have people telling you, you know,
just being spoken outspoken about what's right? What's
(15:57):
wrong, what they're gonna do what they're not
gonna do they're really telling you they're just
not gonna do it, or they're not gonna
do half of this stuff because it's dumb
or when the team doesn't accomplish something they're
gonna sit there say, well, I told you
we were gonna, you know, this was dumb.
It's not gonna work. So they're the king
and queen of blunt.
The second kind of protest what I call
the pseudo achieve. You know, the total fake
image. The 1 that looks like they're doing
(16:19):
stuff, but they really aren't. A lot of
times this person is,
just running around and they look so busy.
They're swamped. They're they're... But if they got
paperwork on their desk at stack piled high,
but they they really aren't getting anything done.
You're not seeing a lot of production out
of them. But and this is the 1
that always seems to wanna... What I call,
I guess Like, buddy up to the leader
and try to fall around and and give
(16:39):
them good advice and almost compliment the leader
a little bit too much. Things like that
trying to hide, the fact that they aren't
doing anything. So the pseudo achieve and I'm
sure are all seen that person in our
operation or or in our offices where they
they act like they're doing so much, but
just really haven't produced anything. On, the next
1AI call, hope, I don't get Disney upset,
but the e protest. Think about e on
(17:02):
on the Winnie of the poo series, we're
just totally depressed, totally unsure himself woe is
me that kind of stuff. And that is
a sign in a sense of a protest
in that. They they have so much uncertainty
about their own abilities. They kinda make that
a a calling card a forefront of, well,
I'm probably gonna fail, But I'll give it
a try, but I'm probably not gonna be
able to do it And what they're really
(17:22):
not... They're they're really not going for. They're
really not producing great work because they're already
setting themselves up. Their mindset is completely screwed
up because they're already telling you they can't
do it. So in a in a sense,
they're almost trying to give themselves permission to
fail up upfront and you gotta, you know,
seek that out and start asking some questions
and digging deep into that 1. And the
last 1 is I call the stealth pro
(17:43):
tester. And this is somebody who's super quiet,
kinda hiding in a sense, and they just
don't interact with people don't talk about much.
They they hope nobody notices they're the 1
that... And maybe you got AAA meeting and
a conference room and nobody calls on people
and interrupt them constantly. But the thing is
a lot of times this step protest is
is 1 that could have all the answers
(18:05):
or a lot of the answers. And they
just feel like nobody gives them any credit.
Nobody gives them any ability speak or or
really learn from them and and see what
they're all about and they could bring a
lot to the table, but they're often so
ignored that it never happens. And you gotta
really look at your team and when you're
not hearing from someone, there's 1 or 2
things going on there. Either they don't wanna
(18:26):
be there outright, and they wish they work
somewhere else or we're not getting what we
should be getting out of them because nobody's
simply asking them and they just shut down.
And those are some things that you gotta
get into as the new leader in really
trying to understand them. So those are 4
protesters that I have seen over the course
of of my career and leadership and I
take over a new team. So let's talk
(18:46):
about some things you definitely don't wanna do.
And then, of course, we're gonna finish up
with things you definitely wanna do. So definitely,
don't assume your team had great leadership before
you. This is 1 of the biggest most
steaks, new leaders make as they come into
an operation and, why do you guys do
that? Or we didn't do this at my
last office as what heck? The the problem
(19:07):
is even if you're right, then you're just
talking out loud. You're taking it out on
the team. It is not their fault of
what kind of leadership they had before you
came along. It's not, and that could be
a number of things. It could be things
they just don't do, Things they don't understand.
Things that weren't even asked of them before.
That they just don't... You maybe you maybe
you have all this great leadership knowledge and
(19:29):
you know it works. But you come in
and the way you present it is everything
thing. And if you present it, like, how
can you people not know these things? And
you assume they had great leadership before, but
they just don't care,
you have put such a wall in between
you and them of of a breakdown and
trust that is so hard to break when
(19:49):
do that. Number 2, definitely
do not allow bad rumors and false thinking
to fill the void where information should be.
So in other words, as soon as you
come in, you wanna be talking to them
about, hey, the first thing I wanna do
is really get to understand all of you
and the operations. Because remember what I said
at the very beginning, They only wanna know
(20:10):
2 things out of the new leader. What
do you know? What are your credentials? And
how do you do things? And those are
some things you can set up front. That
if you don't do that, I promise you
bad information, false information, negativity rumors will fill
that void if you don't spell it out
for them. Number 3, definitely do not think
they're there to serve you. Now if you
(20:31):
have a budget where you have a personal
assist didn't good hire 1. But that is
not what your team is there for. So
don't treat them that way. This is a
huge mistake a suspect actually if if you've
gotten a high level position where a lot
of people report to you or they they
obviously know you're getting paid well, all those
kinds of things. You you you don't have
to tell people you're in charge. They already
(20:53):
know. There's no need to try and flex
on them if you will. And lastly,
don't decorate your office first or whatever space
you have that is yours. That's gotta come
later. Because when you do that first, that's
kind of a sign of... It's more important
to you about how you look or your
environment than what they need. Now I'm telling
you this is super important. That can wait.
(21:15):
That can absolutely wait. So now let's talk
about 3 things, 3 categories if you will,
the 3 c's of what you should definitely
do when you take over a new team,
and that is to be curious to be
clear and be convicted, the 3 c's. So
number 1, be 100
percent curious, which you wanna be able to
do and this is the first week first
(21:36):
Hey, after you've gone through all your goofy
administrative stuff, I mean you... You gotta do
all that stuff, Id badges and stuff like
that. I get all that. But how that's
done. You you you got your team. You've
turned loose or maybe you're in the same
company you got promoted all that's done. Right?
So week 1, you wanna under stand the
people on your team. And this is where
you really wanna think about things like any
(21:57):
gram numbers and working geniuses and you may
not go through those surveys and actually figure
that out. But be thinking that way, people's
backgrounds, how they get things done.
Why they think what they think? Get their
feedback. What are they thinking of what goes
on in their office? And just ask them
2 simple questions. What do you love out
your job, what is the most frustrating thing
(22:19):
about your job and just let them talk.
We're you understand. It's... You're not there to
fix them yet. You just wanna know where
they're coming from. So whatever they they love
about their job or they're frustrated about their
job. That's them. That... That's their thought. Just
accept it. Next thing, learn about their personal
story. I mean, there are useful nuggets that
are not even work related that come from
their personal story. You know, if you have
somebody's constantly badger other people about expenses and
(22:42):
things like that. Well, maybe they grew up
poor and they finally, quote unquote made it
or they're making a good income, but they're
scared death of being out of money or
you... There's just so many things in their
personal that could affect how they are today
because that's pretty much what happens. As we
grow up, it takes a pretty severe event
to change somebody once they've develop. So a
lot of their background really brings into play
(23:03):
of who they are now. So if you
notice so far, we haven't even really talked
about work just yet just the people. So
think about... I mean, how do you go
to battle with people? You don't know. I
don't mean you're battling the people, but your
team is going to battle in business of
how do you produce better product? How are
you more productive, How do you increase profit
margins and sales and things like that. You're
(23:25):
going to business back. And why would you
wanna do that with somebody you don't know.
So step 1 is to be curious. Now
step 2 depending on how fast step 1
goes, Maybe it's week 1, maybe it's week
2. Be clear, be 100 percent clear, And
this is where you bring in the vision
mission and strategy in your own space. Meaning
your company probably, I would hope has something
(23:46):
like that. But you can still do that
with whatever
department you run, division you run 1 business
unit or multiple business units? What kind of
vision mission and strategy are you creating? You
know, what is the culture gonna be? And
how are you gonna protect the the boundaries
of that culture? What does winning look like?
Have you described it to them? So they
(24:07):
understand that. So you think about a vision,
like, an end product how you've made clients
feel solving their problems or producing amazing items
that really help them do that? And what
mission do you go on to do that
What do you guys believe in as a
team? And then the strategy is the daily
behaviors and beliefs that contribute to that? How
will you do that? At this point, if
(24:28):
you've spell all that out, now you can
decorate your office. Lastly, be convicted. Be 100
percent convicted. This is not about you. This
is about the execution space. So you've gotten
to know them. You've laid out the vision,
mission and strategy.
You've talked about your culture. You've talked about
how you're gonna protect the culture, and now
(24:48):
it's time to get things done. This is
where you can do things because you've heard
from them. You understand them. You've laid out
what we gotta do how we're gonna do
it. So it's really all about them? Are
you living the strategy every single day that
you laid out? Are you gonna protect the
culture and what you have to do above
all else is 3 things. Does the team
know what winning is? 2, does the team
(25:11):
know without looking much? Without digging into too
many reports or anything like that. Do they
know they're actually winning or losing at that
point. In other words, you have given them
so much feedback at every opportunity you can
share something with them you did that they
know they're on the right track. But lastly
and more importantly, do they correlate their daily
behaviors
to contributing to the winning. Because it's 1
(25:32):
thing to understand what Winning looks like and
that the team is winning. But if they
don't think they contribute or they don't understand
how they contribute. That's you're gonna program them.
And that's how you get that stat where
50 percent of productivity is just lost into
outer space because of the lack of leadership.
They gotta understand that every single
position matters, every role in every position. Everything
(25:52):
they do
matters and contributes to that winning. And the
very last thing is rinse and repeat, you
will plateau if you aren't creating new levels
of things new levels of winning, new goals,
things like that. You have to have people
ready for more. So if you've entered team
and done it the right way. This is...
That's how you're gonna make amazing impacts that
(26:14):
you've included them in that journey. Again, you're
already in charge. You don't have to tell
anyone. In other words, if your team succeeds,
they know you're the head coach. You don't
have to take credit for things. You have
to build the team in a way. They
don't need you anymore. And when that happens,
that means you're ready for a bigger challenge.
Somebody else on teams already for a bigger
(26:35):
challenge and the mission you originally set out
to do to make a difference in that
company happen because you developed your team, put
all your energy into them because
leadership isn't about you until later it will
be about you. So what did we learn
today? How did you grow just a little
bit or more important, How can you help
someone else grow? That's the whole point of
(26:57):
leadership lifestyle podcast. We hope you enjoyed this
episode. Again, hit that summary subscribe button, tell
all your colleagues and friends and neighbors all
about the show, give us comments, feedback, things
like that, we will grow together, and we
will see you next week. On the leadership
lifestyle podcast.
You are about to take on 1 of
the toughest assignments a leader can take on,
and that is taking over a brand new
team, and there is definitely a right way
to do it and a wrong way to
do it and the Wrong way to do
it really causes a lot of detrimental effects
long term downstream, that makes it almost impossible
to get their trust back. So we're gonna
dive into the right way to do it.
Things that you could do the wrong way
to do it and dive in into some
(00:21):
statistics that'll show there is definitely a problem
out there when it comes to leadership in
general and definitely taking over a brand new
team.
You found a leadership lifestyle podcast, where we
talk about all things leadership because leadership isn't
just what you do. It's who you are.
So we hope to make you a better
(00:41):
leader, help keep your sanity and make your
team better, so you make more money. So
every week, we talk about a different topic
that helps you do all those things, so
hit the subscribe button so you never miss
an episode, tell all your colleagues and friends
and let's get a discussion going on how
we could grow together as better leader. For
Welcome to another podcast at leadership lifestyle. I
(01:02):
hope you have a great week plan to
head for you. So today, we're gonna talk
about how to lead a new team and
not piss off everybody in the process. 1
of the toughest assignments you possibly can have
as a new leader? Or maybe you're newly
promoted into leadership and you haven't had the
opportunity to really learn how to lead people.
Which I know sounds crazy, but we're gonna
get into other statistics other is actually quite
(01:25):
normal, which is kinda shocking, but True is
true. And we're gonna dig into that and
ways you can really shoot yourself on the
foot and do things the wrong way. But,
of course, this being a developmental podcast of
things. We're gonna get into some things that
really help and there is... Are a lot
simpler than you might think, and you don't
really have to invest a lot of effort
and time in and or definitely not money.
(01:47):
You... Just to have to have a different
way of looking at things. Because when you're
taking over a new team, 1 of the
biggest things is how... You know, the the
sponsor of the team how they accept you
as the leader. Even though they kinda have
to, you've been promoted and put in charge
of them, but they really only wanna know
2 different things. They wanna know what you
know? Like, what are your skills? What is
(02:07):
your knowledge? What do you bring to the
table that people well above them said this
is the person that's gonna lead and and
you have almost have to prove why. They
wanna know what you know? The next thing
they wanna know is how do you lead?
In other words, how do you treat people?
How do you interact with them? Those are
some of the biggest things that they need
(02:29):
to know that they're gonna have the anxiety
for and the problem becomes, you know, anytime
whether it's that or or any kind of
initiative even if you're been on a team
for a while. Here's the thing lack of
clarity, lack of really knowing what is coming.
If there is a void of information, it
is always filled with pessimism and negativity
(02:49):
and unproductive behavior, all of those things. And
the sooner you can bridge that gap, the
better. So in other words, when you think
of, like, situational of leadership. And for those
of you who haven't gone down the the
the the learning path of situational what leadership
from the Ken Blanchard companies you really need
to. This is probably 1 of the most
helpful tools. I have ever used with a
team because it really shows how people are
(03:10):
different and and you're matching your leadership style
to what they truly need in that moment.
And I've just in the short term or
even the long term, but whatever they're working
on right then or whatever position they have,
it really helps you clarify how to really
approach that person. So you really gotta get
into but the first block of situational leadership
is you don't know what you don't know.
You know, you just got hired. You just
(03:30):
got this position. And you don't know what
you don't know because you haven't been there.
You couldn't possibly know. And that's, you know,
you've celebrated... You gone into a dinner, celebrate
your promotion, celebrate you're higher, whatever the case
might be, but you're just gi. You're happy.
Of course you should be. You just arm
some. It's not long before you go into
the second phase of you now start to
realize or you do know what you don't
(03:52):
know as people approach you with questions as
you start tackling
issues and things like that. And it just...
You know, we've talked in in in another
podcast about onboarding people onto your team correctly.
Well, now we're kinda doing everything in reverse
when it comes to the leader. How do
you
onboard yourself onto this team because it's up
to you to do that. You know, when
you think you're leading a team, and you
(04:12):
bring people on. It's it's just something you
do. It's part of your your activities of
hiring someone. But you're kinda on your own
as a leader to do that. And oftentimes
leaders are in such a rush to prove
what kind of change they can implement the
impact of the team. All of those things,
and you're you're you're focus too much on
what you're doing rather than what the team
(04:33):
needs. And and as I said before,
leadership not about you
But later, it will be about you. When
you spend all your time and energy really
building up the team, really trying get to
know them and make them themselves sufficient, get
to a point where they just don't need
you anymore. So before we dive into what
roadblocks you're gonna have and things you need
to worry about. I wanna go over couple
(04:54):
of articles with you. And these be posted
in the show notes, it's really helpful articles
on, some statistics on, bosses in general and
some some new bosses,
so statistics and and how things can definitely
go wrong. So the first one's in a
Linkedin article from Paul Pet and talking about
some Swedish researchers that
study 3100
(05:15):
leaders over 10 years. The men who reported
have a bosses they didn't respect were over
60 percent more likely to suffer a heart
attack or another life threatening cardiac
condition. So I'm not saying every
leader or every situation is causing that but
you definitely can. So
here's the important of how... The importance of
(05:35):
having good bosses. So 3 out of 4
employees report their boss is the worst and
most stressful part of their job. Most people's
lives are worse off that they have a
boss that stresses them out. And and try
to imagine how much happier and more productive
they would be if they had the right
boss. The average
organization is 50 sent as productive as it
(05:57):
should be. Thanks to the less than optimal
leadership practices, and I've talked about this in
a previous podcast for sure, is called the
hidden productivity
killer of how we interact as leaders and
just really drain the team and they could
be doing so much more and this it's
really not about just measuring impacts and outputs
of of however you widgets you're making or
whatever you're trying to create or whatever kind
(06:17):
of job you have. It's just... There's things
leaders do that just turn the team off
that make them work a little less harder
than they should be or could be if
we just get out of own way. 86
percent of companies say developing new leaders is
an urgent need. So think about that for
just a second. 86
percent of companies. Okay. Think about where you're
(06:37):
at right now, What company we're for And
you, many of you probably work for great
companies I certainly do. But how many really
truly
invest in that? Let me really do. You
here we're saying 86 percent say it's important.
Are 86 percent of you getting leadership training?
I'm gonna guess not. Thankfully. A lot of
you are doing it on your own because
if you're listening to a podcast like this,
it means you're trying to really grow and
(06:58):
get new ideas and have different kinds of
discussions and things like that. 85
percent of executives
are not confident in their leadership pipelines. And
so here's it here's an interesting paradox if
you will. You know, we know it's important
to develop leader and we know we're not
doing it. And now 85 percent of executives
are not confident in their leadership pipelines meaning
(07:18):
who's coming behind them. So it's almost kinda
like They know how they've been raised so
to speak in their career, and they didn't
get people helping them and developing them the
way they should have they're seeing that downstream
that that's not happening in the future, and
they know it, and it worries them. 65
percent of employees say they take a new
boss over a pay raise. Imagine day in
(07:41):
and day out, driving to an office or
production plan, a warehouse. What whatever kinda work
you do and hating it or or you
pull into the parking lot. You know who
drives what car, and you you know when
that certain leader is there and when they're
not there, and it really just changes your
mood before you walk in the building, or
hopefully you see your your work best these
(08:02):
car and you think it's gonna be okay.
But 65 percent of employees say that they'd
rather have a new boss than a pay
raise. 51 percent of managers are disengaged with
their job and an additional 14 percent are
actively dis disengaged. In other words, 50 51
percent are kinda just tuned out, really not
pushing the team forward. They're just kinda there
of, like, getting through that day rather than
(08:24):
thinking futuristic logistically of what's coming. And 14
percent are just flat out showing their dis
disengaged. So that leaves about 35 percent of
managers that are actively
trying to make the team better, trying to
make the individuals better, trying to make the
work better. So imagine just 35 percent. But
the good news is that you are probably
part of that 35 percent. If you're listening
(08:45):
to podcasts like this or you're you're just
researching or trying to learn and grow. That's
probably who you are, and that's a good
thing. 87 percent of companies say they don't
do an excellent job developing leaders at all
levels. And this is interesting.
It's probably more of a cost factor, but
certainly, I'm sure the the c suite of
most companies go to all kind of conferences
(09:08):
and they bring people in to do training
and all kinds of stuff, but and on
all levels, does that happen? Or do we
think, oh, well, you know, later in their
career they'll get it or
I know it now, so I can teach
them. This is probably because most organizations have
yet to figure out the secret sauce to
developing managers. Well, there's really no secret sauce
(09:28):
If if it was that important to you,
it it's not just like having a training
and development department. But really, like, if you
think about people who are dynamic trainers who
love to develop people, why can't companies find
that kind of person and put them in
place? If it was important to them, they
would do it. Employers have managers,
they didn't like. Were 60 percent more likely
(09:51):
to suffer a heart attack. And this is
something I said a little while ago. Think
about that again. Employees have managers, they didn't
like were 60 percent more likely to suffer
a heart attack. Think about where you spend
the majority of your time. It's probably it
work. And and how that stress and interaction
is all the time just wears you out
(10:11):
and that's just staggering to think you can
have that kind of impact on somebody. So
here's another article from Forbes from David Stewart
and Todd Nordstrom, 10 shocking workplace stats
you need to know. So in a recent
study on career realtor dot com, but whopping
58 percent of managers said they didn't receive
any management training, and that's pretty normal. They
(10:33):
don't really get it for up to 4
or 5 years but yet here we put
people in charge of things. Libre Bran author
of the said hidden reasons employees leave revealed
that 89 percent bosses believed employees quit because
they just want more money. They never look
at themselves, and they never wonder why they
haven't built that relationship you got somebody who's
leaving, you kinda should know why because you've
(10:55):
made those connections. Number 3, the eighties band
lover boy. Everybody's working for the weekend is
still ranked number 1 on V one's 100
greatest songs because it... It's kind of a
paradox of a song
because how many people just wanna get away
from work or you listen lately?
I was listening to a speech Gary v
gave about how sad it is that people
(11:18):
are so focused on, oh, thank god it's
Friday. They just live from weekend to weekend,
The book end of where they spend the
majority of their time, their development. Their opportunity
to make a life for themselves and money
that they can't wait for that to be
over, so they can just veg. That's so
sad. A Harvard business review study revealed 58
percent of people say they trust strangers more
(11:39):
than their own boss. Out 58
percent is just amazing. In global studies, they
reveal that 79 percent of people who quit
their jobs. Sight, lack of
appreciation as the reason for leaving.
Recognition is so easy to do and most
companies don't do Number 6, American workers forfeit
fit nearly 50 percent of their paid
(12:02):
vacation back in 20 17. I'm gonna guess
the status changed a little bit, But think
about that. 50 percent, they just didn't go.
And why? What kind of pressures are they
under that they can't even take time off.
I remember 1 time I was getting ready
to going on vacation, and there a lot
of things going on. There always is, and
I hope you work for a company worse
stuff always going on because that means some
(12:24):
great things are happening. But, you know, I
was getting ready to going on vacation, and
they said, oh, you're gonna go now or
this or that, and I said, listen, if
this operation is gonna shut down simply because
I didn't walk through the front door. There's
a lot of things wrong. Number 1. I'm
severely underpaid if I have that big of
an impact on operation. And number 2, what
is everybody else doing? Like, how do we
not have things in place that 1 person
(12:44):
can't step off for a little bit. That's
pretty sad. We've kinda missed the boat on
a lot of things. Another career builder study
released revealed that 2 out of every 5
employees suggest they've gained weight at their current
job. That's just a byproduct of stress factor
that they've just gained weight out of out
of stress and anxiety, and they they don't
focus on their well this. Number 8, people
(13:06):
still fall in love at work. A study
by glass or suggests that men and women
are almost equal when it comes to finding
love in the workplace. Women find love a
little more frequently than men. However, 52 percent
reported finding love that work compared to only
48
percent of men. Well, that's certainly true for
me. My wife and I just celebrated our
t wedding anniversary and we met at work.
(13:28):
So we're part of the fifth 2 percent.
On number 9, the conference board reports that
53 percent of Americans are currently unhappy at
work. And if you consider that, half of
the workforce on happy. That's just ridiculously sad.
But when you think about the other statistics
about half of them aren't taking they'd occasions.
I wonder if it's the same hat. But
(13:49):
now you wonder why when you go into
places and the service levels are are horrible
or people just don't seem to care they're
tuned out. Well, now you know. In number
10, recognition is the number 1 thing employees
say their manager could give them to inspire
them to produce great work. That is definitely
1 that's missing. So you can clearly see
with all these statistics that there is a
(14:10):
huge
mountain decline
just with any team, let alone something you're
taking over new. So here's some things I
like to talk about. So I call this
the 4 protesters when you take over a
team because inevitably, you know, so a lot
of people come running to you, just quietly
off to the side. They wanna tell you
everything about the team and who does work
and who doesn't do work and all of
(14:31):
those things. And it's really easy to kinda
fall for that and and wanna build allies
and relationships and all that the wrong way.
But inevitably when you take over a team,
and I'm talking about just the group of
people that don't really want to work. The
reason I call them protesters is not because
they're in front of your building and waving
signs and marching and and yelling and screaming.
I'm not talking about that, but they just
(14:53):
quietly don't work. Like we talked about in
that those statistics how unproductive teams really are
when the managers not engaged. So the very
first protest is the king or queen of
ness. Now. So this project they're the ones
though are the outspoken ones they're gonna tell
you. This is dumb. This is stupid. This
doesn't work. Why are we doing this? All
of those things. What they're really saying is
they're and not I'm gonna do and they
(15:14):
think they've got all the solutions and all
the answers and things like that. And these
are also typically people who kinda don't wanna
be in charge. Or this could be the
person that Well, maybe they thought they were
gonna get the position you got. I'll never
forget 1 time, I took a a job
with a company. I was already working with
the company, but they an opportunity another city
it was a 1 time I moved my
entire family from Florida to Tennessee poor a
(15:35):
job, and I was told 70 people applied
for this position, and I wound up getting
it, and it turns out if 3 people
that reported directly to me,
applied for that job, and they didn't get
it after their interview. And, of course, it
was... They... They wanna know what was so
special about me and things like that. When...
So you have people telling you, you know,
just being spoken outspoken about what's right? What's
(15:57):
wrong, what they're gonna do what they're not
gonna do they're really telling you they're just
not gonna do it, or they're not gonna
do half of this stuff because it's dumb
or when the team doesn't accomplish something they're
gonna sit there say, well, I told you
we were gonna, you know, this was dumb.
It's not gonna work. So they're the king
and queen of blunt.
The second kind of protest what I call
the pseudo achieve. You know, the total fake
image. The 1 that looks like they're doing
(16:19):
stuff, but they really aren't. A lot of
times this person is,
just running around and they look so busy.
They're swamped. They're they're... But if they got
paperwork on their desk at stack piled high,
but they they really aren't getting anything done.
You're not seeing a lot of production out
of them. But and this is the 1
that always seems to wanna... What I call,
I guess Like, buddy up to the leader
and try to fall around and and give
(16:39):
them good advice and almost compliment the leader
a little bit too much. Things like that
trying to hide, the fact that they aren't
doing anything. So the pseudo achieve and I'm
sure are all seen that person in our
operation or or in our offices where they
they act like they're doing so much, but
just really haven't produced anything. On, the next
1AI call, hope, I don't get Disney upset,
but the e protest. Think about e on
(17:02):
on the Winnie of the poo series, we're
just totally depressed, totally unsure himself woe is
me that kind of stuff. And that is
a sign in a sense of a protest
in that. They they have so much uncertainty
about their own abilities. They kinda make that
a a calling card a forefront of, well,
I'm probably gonna fail, But I'll give it
a try, but I'm probably not gonna be
able to do it And what they're really
(17:22):
not... They're they're really not going for. They're
really not producing great work because they're already
setting themselves up. Their mindset is completely screwed
up because they're already telling you they can't
do it. So in a in a sense,
they're almost trying to give themselves permission to
fail up upfront and you gotta, you know,
seek that out and start asking some questions
and digging deep into that 1. And the
last 1 is I call the stealth pro
(17:43):
tester. And this is somebody who's super quiet,
kinda hiding in a sense, and they just
don't interact with people don't talk about much.
They they hope nobody notices they're the 1
that... And maybe you got AAA meeting and
a conference room and nobody calls on people
and interrupt them constantly. But the thing is
a lot of times this step protest is
is 1 that could have all the answers
(18:05):
or a lot of the answers. And they
just feel like nobody gives them any credit.
Nobody gives them any ability speak or or
really learn from them and and see what
they're all about and they could bring a
lot to the table, but they're often so
ignored that it never happens. And you gotta
really look at your team and when you're
not hearing from someone, there's 1 or 2
things going on there. Either they don't wanna
(18:26):
be there outright, and they wish they work
somewhere else or we're not getting what we
should be getting out of them because nobody's
simply asking them and they just shut down.
And those are some things that you gotta
get into as the new leader in really
trying to understand them. So those are 4
protesters that I have seen over the course
of of my career and leadership and I
take over a new team. So let's talk
(18:46):
about some things you definitely don't wanna do.
And then, of course, we're gonna finish up
with things you definitely wanna do. So definitely,
don't assume your team had great leadership before
you. This is 1 of the biggest most
steaks, new leaders make as they come into
an operation and, why do you guys do
that? Or we didn't do this at my
last office as what heck? The the problem
(19:07):
is even if you're right, then you're just
talking out loud. You're taking it out on
the team. It is not their fault of
what kind of leadership they had before you
came along. It's not, and that could be
a number of things. It could be things
they just don't do, Things they don't understand.
Things that weren't even asked of them before.
That they just don't... You maybe you maybe
you have all this great leadership knowledge and
(19:29):
you know it works. But you come in
and the way you present it is everything
thing. And if you present it, like, how
can you people not know these things? And
you assume they had great leadership before, but
they just don't care,
you have put such a wall in between
you and them of of a breakdown and
trust that is so hard to break when
(19:49):
do that. Number 2, definitely
do not allow bad rumors and false thinking
to fill the void where information should be.
So in other words, as soon as you
come in, you wanna be talking to them
about, hey, the first thing I wanna do
is really get to understand all of you
and the operations. Because remember what I said
at the very beginning, They only wanna know
(20:10):
2 things out of the new leader. What
do you know? What are your credentials? And
how do you do things? And those are
some things you can set up front. That
if you don't do that, I promise you
bad information, false information, negativity rumors will fill
that void if you don't spell it out
for them. Number 3, definitely do not think
they're there to serve you. Now if you
(20:31):
have a budget where you have a personal
assist didn't good hire 1. But that is
not what your team is there for. So
don't treat them that way. This is a
huge mistake a suspect actually if if you've
gotten a high level position where a lot
of people report to you or they they
obviously know you're getting paid well, all those
kinds of things. You you you don't have
to tell people you're in charge. They already
(20:53):
know. There's no need to try and flex
on them if you will. And lastly,
don't decorate your office first or whatever space
you have that is yours. That's gotta come
later. Because when you do that first, that's
kind of a sign of... It's more important
to you about how you look or your
environment than what they need. Now I'm telling
you this is super important. That can wait.
(21:15):
That can absolutely wait. So now let's talk
about 3 things, 3 categories if you will,
the 3 c's of what you should definitely
do when you take over a new team,
and that is to be curious to be
clear and be convicted, the 3 c's. So
number 1, be 100
percent curious, which you wanna be able to
do and this is the first week first
(21:36):
Hey, after you've gone through all your goofy
administrative stuff, I mean you... You gotta do
all that stuff, Id badges and stuff like
that. I get all that. But how that's
done. You you you got your team. You've
turned loose or maybe you're in the same
company you got promoted all that's done. Right?
So week 1, you wanna under stand the
people on your team. And this is where
you really wanna think about things like any
(21:57):
gram numbers and working geniuses and you may
not go through those surveys and actually figure
that out. But be thinking that way, people's
backgrounds, how they get things done.
Why they think what they think? Get their
feedback. What are they thinking of what goes
on in their office? And just ask them
2 simple questions. What do you love out
your job, what is the most frustrating thing
(22:19):
about your job and just let them talk.
We're you understand. It's... You're not there to
fix them yet. You just wanna know where
they're coming from. So whatever they they love
about their job or they're frustrated about their
job. That's them. That... That's their thought. Just
accept it. Next thing, learn about their personal
story. I mean, there are useful nuggets that
are not even work related that come from
their personal story. You know, if you have
somebody's constantly badger other people about expenses and
(22:42):
things like that. Well, maybe they grew up
poor and they finally, quote unquote made it
or they're making a good income, but they're
scared death of being out of money or
you... There's just so many things in their
personal that could affect how they are today
because that's pretty much what happens. As we
grow up, it takes a pretty severe event
to change somebody once they've develop. So a
lot of their background really brings into play
(23:03):
of who they are now. So if you
notice so far, we haven't even really talked
about work just yet just the people. So
think about... I mean, how do you go
to battle with people? You don't know. I
don't mean you're battling the people, but your
team is going to battle in business of
how do you produce better product? How are
you more productive, How do you increase profit
margins and sales and things like that. You're
(23:25):
going to business back. And why would you
wanna do that with somebody you don't know.
So step 1 is to be curious. Now
step 2 depending on how fast step 1
goes, Maybe it's week 1, maybe it's week
2. Be clear, be 100 percent clear, And
this is where you bring in the vision
mission and strategy in your own space. Meaning
your company probably, I would hope has something
(23:46):
like that. But you can still do that
with whatever
department you run, division you run 1 business
unit or multiple business units? What kind of
vision mission and strategy are you creating? You
know, what is the culture gonna be? And
how are you gonna protect the the boundaries
of that culture? What does winning look like?
Have you described it to them? So they
(24:07):
understand that. So you think about a vision,
like, an end product how you've made clients
feel solving their problems or producing amazing items
that really help them do that? And what
mission do you go on to do that
What do you guys believe in as a
team? And then the strategy is the daily
behaviors and beliefs that contribute to that? How
will you do that? At this point, if
(24:28):
you've spell all that out, now you can
decorate your office. Lastly, be convicted. Be 100
percent convicted. This is not about you. This
is about the execution space. So you've gotten
to know them. You've laid out the vision,
mission and strategy.
You've talked about your culture. You've talked about
how you're gonna protect the culture, and now
(24:48):
it's time to get things done. This is
where you can do things because you've heard
from them. You understand them. You've laid out
what we gotta do how we're gonna do
it. So it's really all about them? Are
you living the strategy every single day that
you laid out? Are you gonna protect the
culture and what you have to do above
all else is 3 things. Does the team
know what winning is? 2, does the team
(25:11):
know without looking much? Without digging into too
many reports or anything like that. Do they
know they're actually winning or losing at that
point. In other words, you have given them
so much feedback at every opportunity you can
share something with them you did that they
know they're on the right track. But lastly
and more importantly, do they correlate their daily
behaviors
to contributing to the winning. Because it's 1
(25:32):
thing to understand what Winning looks like and
that the team is winning. But if they
don't think they contribute or they don't understand
how they contribute. That's you're gonna program them.
And that's how you get that stat where
50 percent of productivity is just lost into
outer space because of the lack of leadership.
They gotta understand that every single
position matters, every role in every position. Everything
(25:52):
they do
matters and contributes to that winning. And the
very last thing is rinse and repeat, you
will plateau if you aren't creating new levels
of things new levels of winning, new goals,
things like that. You have to have people
ready for more. So if you've entered team
and done it the right way. This is...
That's how you're gonna make amazing impacts that
(26:14):
you've included them in that journey. Again, you're
already in charge. You don't have to tell
anyone. In other words, if your team succeeds,
they know you're the head coach. You don't
have to take credit for things. You have
to build the team in a way. They
don't need you anymore. And when that happens,
that means you're ready for a bigger challenge.
Somebody else on teams already for a bigger
(26:35):
challenge and the mission you originally set out
to do to make a difference in that
company happen because you developed your team, put
all your energy into them because
leadership isn't about you until later it will
be about you. So what did we learn
today? How did you grow just a little
bit or more important, How can you help
someone else grow? That's the whole point of
(26:57):
leadership lifestyle podcast. We hope you enjoyed this
episode. Again, hit that summary subscribe button, tell
all your colleagues and friends and neighbors all
about the show, give us comments, feedback, things
like that, we will grow together, and we
will see you next week. On the leadership
lifestyle podcast.
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