The Onboarding New Team Leader process is a structured, systematic approach to ensure a smooth, rapid, and effective transition when a new leader takes charge.
Described as a better, faster, and cheaper method, the process typically culminates in a 1-day workshop, or less, designed to expedite the establishment of essential working relationships and clear communication. This RMT process is effective whether the new leader is unknown to the team or was a promoted peer.
Tom Rathjen (verified owner) – January 22, 2023
This is an excellent tool. We used it when we brought in a new department manager. The tool gave us a structured process for the transition. It gave the staff a way to communicate their questions and concerns, and it gave the new manager a way to communicate her expectations. And it gave everyone a way to share their communication styles. I’m so glad we used it. I recommend it and will definitely use it again.
Workshop Purpose and Outcomes
The central purpose of the process is to move the team quickly past the initial “forming” stage of team development under the new leadership. Key desired outcomes include:
- Clarifying, prioritizing, and agreeing on any new business directions to prevent the loss of momentum on critical projects and initiatives.
- Enabling the group to surface concerns and expectations proactively and begin the process of creating necessary Work Agreements to resolve them.
- Aligning agendas and action plans to ensure all participants feel genuinely excited and committed to the team’s future under the new leader.
Preparation and Core Dialogue
Success relies heavily on pre-workshop preparation. Teammates gather and agree on what to inform the new leader about: current work, priorities, and business/interpersonal expectations. Simultaneously, the new leader prepares their new directions, initiatives, and expectations for the group.
The core of the workshop is a structured exchange of expectations between the staff and the new leader. This open dialogue is guided by comprehensive Transition Questions designed to bring crucial, often-avoided topics to the surface, such as:
- Operational Norms: How decisions are made (see: Decision-Making Work AgreementEvery team needs a Decision-Making Work Agreement that clearly defines how decisions are made and who makes them. More), meeting frequency, and communication protocols.
- Interpersonal Style: How the leader handles pressure, expresses dissatisfaction, and, most importantly, the best way for teammates to call attention to a potential mistake or express disagreement.
By taking the time to engage in open and honest dialogue about how best to work together, the new leader gets more done and becomes productive much faster, avoiding situations where teammates waste time and energy “being careful” around the new authority figure.
Action
Download this Free Agenda & Process and conduct your workshop tomorrow.
See also Onboarding New Teammate