How to Welcome New Team Members: Tips for Leaders
Have you been reassigned to a new manager? Have you inherited a new team and now you are their new boss? Yes and yes!
Both situations, if not handled appropriately, can be quite stressful and disruptive for all parties involved. We are people with feelings, perspectives, energy, motivations, desires, and imperfections. And our brain is programmed to catalog any type of change as a potential threat until it can determine that the new “environment” and “tribe” are safe.
As adults we are responsible for managing our emotions and feelings. At the same time, as the leader of the group, it is my responsibility to create a safe space for people to transition into the change as smoothly as possible.
“Coming together is a beginning, staying together is progress, and working together is success.” Henry Ford, American industrialist and founder of Ford Motor Company
Based on my experience on both sides (being the new boss and having a new one), here are some ideas that we, as the leader of the team, can implement to make things easier.
1) Be clear on the goals and expectations and flexible on how people get there
If I ask someone to get me a tall soy vanilla latte from Starbucks in the next two hours, I am setting a clear expectation. The recipient of that instruction can decide which Starbucks to go to and which route to take.
It is possible that the person is not familiar with the area or with Starbucks products. If they ask or if I perceive that they have no idea of what I am talking about, I can provide more specific instructions or offer some recommendations.
I appreciate that allowing others to determine their own ‘how to’ may be difficult especially if we used to be the one in charge of getting the tall soy vanilla latte from Starbucks. We know the closest place, the best route to get there, how the app works, etc. We think our way is perfect, so why change it?
To stop meddling too much with the ‘how’ I remind myself of two things:
a) I was granted the space to create my own ‘how’ thus allowing me to grow and advance in my career. It is my duty to do the same for others.
b) I am curious to see how the person is going to approach the goal. Often, I am quite surprised at people’s creativity and ingenuity.
I appreciate that there are certain tasks or processes that must be done in a specific manner. Ideally, these would be the exception. In those cases, be clear as to why things must be done following a prescribed sequence of events. Be mindful not to disguise a preference with a requirement.
“Don’t tell people how to do things; tell them what to do and let them surprise you with their results.” George Patton, US Army General
2) Pick your battles
The hyper-achiever in us wants to accomplish multiple goals at any given time. Our stickler wants things done in a certain way.
Knowing when to push and when to pull is essential to create a safe environment for people to smoothly transition into the team.
Articulate the limits of the playground, the rules of the game, and the standards of excellence for the team. These would be non-negotiable.
For the rest, prioritize, discard, or accept.
Be clear in distinguishing enforcement vs. boosting. If you try to disguise enforcement with encouragement people will know the difference and will feel manipulated.
“They will win who knows when to fight and when not to fight.” Sun Tzu, Chinese philosopher and military
3) Use the ‘what’s in it for me’ principle
People’s motivations are as diverse as people themselves. We do things based on what is important to us.
Yes, we may yield to others in power or to people we love… but only for specific things and on a temporary basis.
Consistent behavior is linked to internal motivation, to what will benefit us overall. Great leaders find those motivations and use them as fuel for each person’s and the team’s goals.
For example, if I want someone on the team to work on his presentation skills, I may appeal to his desire to be promoted, or to be known by people senior to him.
Unfortunately, many ‘leaders’ still use threats, tight deadlines, or other stressors, which may be effective in the short term, but eventually hurt productivity and team cohesion.
Speaking to people’s desires and motivations will stand the test of time and deepen relationships.
“Motivation is the art of getting people to do what you want them to do because they want to do it.” Dwight D. Eisenhower, 34th President of the United States
4) Be patient
When we put a team together (by choice or by circumstance), we expect or want the new team members to jell with each other and with us on the first day.
People bond with others at different speeds. Some are more comfortable being vulnerable and open themselves up quickly. Others need more time to observe before fully trusting.
I operate under the assumption that it will take time for people to know and trust me. It is a marathon, not a sprint.
I also want to take my time to get to know my new team members and to establish a trusting relationship.
Certain factors can accelerate the process. Being vulnerable and showing your humanity set the foundation for trust. Other elements could be your reputation, how existing team members speak about you to the newcomers, etc.
“Patience attracts happiness; it brings near that which is far.” Swahili proverb
One more thing before you go
When you inherit a team, make it your goal to create a safe environment for people to adjust to the change smoothly. You have control over the climate you create, the standards you set, how you make people feel.
Change, even when welcomed, triggers a stress response in our primal brain. It is the fear of the unknown. The sooner we communicate expectations, priorities, rules of the game, etc. the faster the unknown becomes familiar. Knowing is always better and less stressful than not knowing.
Sometimes there are events in progress that we cannot communicate. If that is the case, say so. If possible, give a preview without revealing the entire movie. People will react how they will react; that is outside of your control. But at the end, they will appreciate you treating them like the capable adults they are.
As the leader you set the tone and you cast a large shadow over the rest of the team. So why make everyone’s lives (including yours) difficult by creating stress, frustration, angst, or anger?
Instead choose empathy, curiosity, innovation, excellence, laser-focused action. People will be more motivated and productive, and you and the team will achieve amazing results.
What do you do to welcome new team members? Please, let us know in the comments.
As a leadership coach, I enable talent to achieve bold goals with high standards. My mission is to empower underrepresented women in the financial industry transition from mid to senior level leadership positions using mental fitness to achieve peak performance, peace of mind, and healthier relationships.