How to Manage People & Establish Yourself Within a New Organization:

A Guide in Team Integration and Leadership During Transformative States.

By Harry Grewal

February 11, 2024

For managers, one of the biggest challenges is integrating oneself into a new organization and leading teams through major change. Thus, in order to be successful, it is important to understand the managerial practices that will help you establish yourself within a new team. This article aims to provide you with insights on how to improve your organization’s functionality along with addressing other important factors such as enhancing employee engagement and accountability.  It will also highlight the importance of adopting a compassionate and empathetic management style and the benefits it has to productivity levels and employee morale.

I celebrated a significant career milestone when I was promoted to my first directorial position nearly over a decade ago.  At the time, I was responsible for overseeing a large workforce who were engaged in a complex and hazardous operation.  Amongst my objectives, of paramount importance was safeguarding the health and welfare of our customers and staff, in addition to enhancing customer service standards, while exercising a high degree of cost containment.  This was incredibly important to the organization as it was experiencing an aggressive sate of growth which required the company to develop recruitment and training initiatives, while simultaneously committing tremendous amounts of capital towards efforts aimed at updating the organization’s consumer offerings.  It was therefore my job to capitalize on new opportunities to streamline processes while improving employee relations and enhancing the bottom-line. Of course, this was no easy task as it required the support from both unionized front-line and managerial staff who would both directly be impacted by the proposed changes to company policy and practice.

Unfortunately, the relations between management and front-line staff were tainted.   As a consequence of aggressive and unfavorable management practices, which persisted for years preceding my promotion, the rapport between the 2000+ unionized and management personnel within the department, was poisonous at best!  In fact, the level of distrust that existed withing the organization was uncanny and disturbing.  Contributing to these challenges was the fact that a significant proportion of the management team were hired internally and transitioned from unionized positions to supervisory roles without having any formal training.  Lured by jobs that offered more attractive work schedules and enhanced compensation, the management team although technically skilled and knowledgeable, consisted of individuals who lacked the acumen required to lead, inspire, and motivate the diverse workforce that embodied the operation.  The lack of managerial courage was also evident as negligence and incompetence set in. Furthermore, the inability to police standard operating procedures ultimately compromised operational performance and safety.  Fundamentally, as a result of poor recruitment practices and the absence of career development programs within organization, management positions were awarded to individuals based on their technical merits as opposed to their leadership qualities. As time progressed, operational costs swelled, employee reliability and retention became a problem, and the general performance of the department diminished.  Accidents and injuries became commonplace as accountability and employee morale were at low points.

This is where I entered the picture!  Recognizing the severity of these conditions and believing that the procedures adopted by the organization, where not conducive to its broader long-term vision and success, it was apparent to me that in order to adapt and become more progressive, the department had to revamp its culture and managerial practices!  I was nervous and intimidated by my new role.  Although I wanted to succeed and make a positive contribution, I was cognizant that there would be many challenges.  Despite being prepared for the objections that would inevitably come my way via. the front-line staff, I was surprised by the undermining attitude I received from some of my management counterparts.  I would pounder why some of my colleagues would dread and oppose change, when in fact, it was their duty to manage it.  It was concerning that professional goals amongst peers degraded to a point where many of them wished to simply endure the disruption so that they can, ‘make it to retirement.’  It was obvious that the team lacked purpose and creativity; and that as complacency materialized, the department began isolating itself from its customers and workforce, essentially making itself stagnant in its approach and operational execution!  Further amplified by a management team who were not personally invested in the company and did not align the organization’s success to their own, the combination of poor working conditions and lack of leadership, contributed to modest productivity rates amongst staff and diminished levels of managerial competency within the branch.

In the weeks and months following my promotion, I invested considerable amounts of time and effort researching concepts related to organizational behavior. Attempting to gauge which methodologies would yield the greatest benefit to my team, I studied books, articles and case studies in an effort to identify relatable situations and assess the potential of reciprocating any resolution to address the company’s chronic labor relations issues.  Suddenly, it dawned on me that I needed to adopt a broader perspective on ‘leadership’ and ‘management.’  After learning about various management techniques and its relationship to human performance, I came to the realization that there is no management other than ‘people management’; and that regardless of one’s rank or role within an organization, having to meet the expectations of internal and external stakeholders, is what every organizational task is hinged on.

Acknowledging this, I placed focus on developing my resource management skills and enhancing my ability to engage different people.  It was apparent that there is a strong co-relation between a leader’s operational effectiveness and their ability to use the managerial traits mentioned below. In fact, I found the following techniques to be so invaluable, that I continue to reference them whenever I’m contending with transformations resulting in an update to my role or position.  This guide draws attention to these important attributes, which are essential for those in a leadership positions.

Leadership is not a one-size-fits-all concept, and what works for one organization may not work for another. It is therefore important to tailor your strategy so that it fits the needs of your team. However, there are some general guidelines that can be followed in order to help establish oneself as a credible leader within a new organization. By following the advice in this guide, managers and directors alike, should find it easier to integrate themselves into a new organization and effectively lead their teams through major transformation.

 

Establish An Effective Organizational Design & Structure:

Establishing an effective organizational design is of critical importance to the overall success of any team.  This is because it provides clarity on the roles and responsibilities individual members within the organization possess, as well as showcasing how communication flows within the team.

As a leader, it is imperative that you define what ‘success’ means.  It is crucial that alignment is established amongst all members; and that differing views and perspectives on the organization’s role, which can create confusion and conflict, are quashed! Furthermore, it is imperative that your organization recognizes its purpose and utilizes comprehensive job descriptions which detail individual responsibilities, commitments, reporting structures as well as the metrics with which performance will be assessed.  There is no room for misinterpretation, confusion or ambiguity! This is vital, as it ensures organizational cohesion, especially within a transversal and ‘matrix’ setting, as tasks are assigned cross-functionally to individuals based on their skills and abilities.  It is essential that everyone within the organization know their individual purpose and the value their work and contributions bring to the enterprise. 

When designing an organization, there are a few things you as a leader should be cognizant of. First, make sure that roles and responsibilities within the organization have been clearly defined.  This will help ensure that everyone in the team knows their tasks and who they are accountable to.  Secondly, create a structure for communication that is ideal for the functionality of your team.  This could involve establishing specific channels for sharing information between team members or creating protocols for how the organization should communicate to external stakeholders.  Finally, make sure that your organizational deliverables are aligned with the skills and abilities of your team, as this will ensure realistic targets are established and optimal levels of productivity are realized.

Ensure recruitment and candidate selection processes are fair, inclusive and compliment the company’s values.  Leverage the use of technology such as artificial intelligence as well as subject matter experts within the field of talent acquisition and recruiting to aid your organization in attracting the most-qualified prospective talent.

 

Engage Your Organization:

In order to develop an effective team, a leader must know the individuals that make up the organization as well as recognizing their strengths and opportunities for continued growth and development.  Foster professional relationships amongst your peers founded on respect and inclusivity. Make a concerted effort to get to know your team at a personal level.  Communicate with them using methods that are relatable, and interactive.  Foster a strong and supportive relationship by identifying common interests or experiences and ensuring that you are both responsive and accessible. Once established, reenforce this positive working environment by developing robust policies that complement your organization’s values including the criteria by which performance is evaluated and results recognized and rewarded.

Support the need for professional development and continuing education.  As consumer behaviors, industry trends and associated technologies change, it is prudent to commit to this practice as it will enhance your organization’s understanding of its working environment is up to par. 

Adopt an effective communication strategy that leverages a range of different channels, aimed at maximizing engagement and retention.  Consider the format of the communication as well as the frequency in which it is corresponded.  A fine balance is needed, because not enough communication can be alienating, while too much communication can drown out important information.  Be aware of the language you use and the content you share.  Ensure the frequency of communication is appropriate and that the message remains relevant and of value to its intended audience.  Strive to be engaging, authentic and honest when providing feedback or conveying constructive criticism as you will be respected for doing so.

Embrace a participative management style which promotes collaboration from all stakeholders.  Establish complementary goals and objectives so that cohesion amongst cross-functional workgroups can be realized.  Look to source solutions from front-line staff as this will encourage participation and evoke collaboration amongst work groups.  Leverage the use of workshops, town-halls, and think-tanks to enhance organizational solidarity.  This will encourage everyone to adopt a similar perspective on ‘success’ and work collaboratively towards a common goal.

Foster positive working relationships by being compassionate, respectful, and empathetic.  Relationships matter, so be humane and humble. Remember, the way you make people feel is far more important than anything else; as this is usually what people will remember when having to interact with you and will associate when having to work with you!  Appreciate that external factors have the capacity to negatively impact individual contribution.  Although it is important to address poor performance, identifying root causes and contributing factors so that effective corrective steps can be taken is instrumental when leading a new team through transformative states.

 

Hold Yourself & Your Team Accountable:

Accountability will always stem from the organization’s leadership. As leaders, it’s your responsibility to set the tone for the organization and to be clear about your expectations.  Reputations are fragile, especially when first establishing relationships with your direct reports; thus, it is imperative that you hold yourself and your team to a high standard. Model the behavior you want to see in others and be sure to hold yourself accountable for your own actions. Reciprocate these expectations onto your team, as discipline is critical for maintaining high levels of productivity and quality control. Without adequate accountability, it’s easy for things to slip through the cracks and for performance to suffer. Thus, an effective accountability system provides oversight while also enhancing communication and collaboration. When everyone is held accountable for their actions, it creates a culture of excellence that drives the organization forward!

Leverage the use of technology to help schedule and coordinate periodic performance reviews where individual commitments and results are gauged based on quantifiable metrics.  Be cognizant to inspect what you expect and measure what you manage!  Sustaining a system such as this, allows the organization to adapt to changing operational requirements as well as having the ability to address issues proactively. Be sure to identify and remove all cases of subjectivity within the organization and support data-driven decision-making practices.  Furthermore, by establishing regular check-ins, performance reviews, and other methods of monitoring progress, important feedback can be conveyed in a timely fashion, drawing attention to what is performing well versus which areas warrant attention and improvement.

Exercise a high degree of oversight and control over your resources.  Strive to streamline and automate processes while removing non-value adding activities as this will aid in mitigating the chances for human error while affording opportunities to commit resources towards meaningful tasks.

Adopt a recognition program that rewards positive results and individual achievement. By doing so, you’ll encourage everyone within the team to strive for continuous improvement and excellence.  At the same time, as a leader you must embrace managerial courage and avoid indecision at all costs!   Appreciate that successful leaders make mistakes. However, it’s their ability to quickly learn, adapt and reengage after setbacks, that sets them apart.  Always look to revalidate your reasoning. Keep an open mind and be receptive to different ideas, perspectives, and opportunities as they present themselves.

Ensure you and your team follows up commitment with conduct as credibility is important when soliciting the support of a new team and driving accountability.

 

Empower your staff and delegate tasks:

Empowering your staff and delegating tasks is crucial to the success of any organization. By empowering your employees, you are giving them the autonomy to make decisions and take actions that will help the organization achieve its goals. Furthermore, by delegating tasks it allows the leadership to focus on other important deliverables, while ensuring supervision and oversight is maintained.

Hence, delegation is an essential skill for any leader. It allows a leader to assign tasks to people with the necessary skills and knowledge to complete them effectively while safeguarding organizational productivity, quality standards and of course, employee satisfaction.  However, delegation can be a challenge, especially within the contemporary setting where virtual teams have grown in popularity.  Thus, when embracing delegation, it is wise to consider the following.

• • Know your team’s strengths and weaknesses. Delegate tasks based on individual skills and capabilities.

• • Establish clear expectations. When assigning a task, make sure the objectives and standards are acknowledged and understood.

• • Provide guidance and support. Delegation doesn’t mean abandoning complete control; instead, be accessible to answer questions and provide assistance when needed.

• • Follow up with genuine feedback. Once the task is complete, take the time to review it and provide feedback to the individuals who were responsible for its completion in a timely manner.

Empowering your staff is essential for any organization that wants to be successful. Delegation is a key part of that process, so making sure this is being done effectively is of great importance.  The reality is, empowered staff are productive staff…which is beneficial for everyone in the organization.

 

In conclusion, leaders who are joining a new organization often find themselves in the role of change agent. It is essential to effectively engage your team and recognize their capabilities as you move forward together. By ensuring there is a sound organizational structure supported by an engaging culture, enhanced productivity and quality standards can be achieved. It is vital that leaders hold themselves and their teams accountable while empowering them to make decisions and encouraging them to apply their strengths. Ultimately, this will unlock the organizations true potential and propel it towards success.

Have you experienced these challenges when leading a new team?  What challenges did you experience? How is your organization currently performing? Can these concepts be adopted into your organization? Do you foresee them being beneficial?

Thank you for reading,

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