Page 204 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role
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From Resistance to Renewal 189
Besides being talented and a hard worker, Dick had developed a strong rela-
tionship with an executive who periodically provided valuable guidance.
At least four internal candidates had applied for Dick’s position and were
not chosen. Dick dealt with the four straight on. He began to model the behav-
iors he expected of others. In group and in individual meetings with them, he
stated that he valued their talent and experience and that he hoped that they
could stay and join his team. Dick acknowledged their disappointment in not
being selected and their need to sort out their individual futures. He felt that
they could contribute and influence others to do the same.
Two stayed and became valuable members of the department and earned
greatly expanded responsibilities. Over a six-month period, Dick had to come
to terms with the third individual, who never bought in and never joined the
transition. Nor did he demonstrate the management and leadership capabili-
ties expected of the job. Following ongoing, documented coaching and coun-
seling sessions, warnings, and finally a probationary period, Dick eventually
terminated the individual.
The fourth individual was the toughest of all. In subtle, often sneaky ways,
he not only resisted Dick’s leadership but tried to undermine him. He held
back and/or slanted information that Dick needed. Within and outside the
department, he missed few opportunities to criticize Dick, but because he used
humor rather than outright criticism, he was hard to pin down. He wrote
memos pointing out “errors” Dick had made. When asked to contribute at
executive team meetings, he passed, made a wisecrack, or criticized. Rarely
did he build on an idea or contribute positively to the group. He wanted his
friends in the department to support him and undermine Dick. But Dick’s
team members, first indirectly, and then more forthrightly, began to brief Dick
on what was happening. They too were anxious that the department go for-
ward. A second termination was imminent and was avoided only because the
individual in question accepted a position elsewhere days before he would
have been fired.
In Dick’s example, two good people chose to help, and they positively influ-
enced others’ performance. Two others chose not to contribute. One clearly tried
to impugn his new boss. Both would have poisoned the renewing organization.
Yesterday’s actions were antecedents for Dick’s present success. Dick
directly confronted resistance, and as a result, he and the organization bene-
fited. Dick insisted that team members must be committed, energetic, and