Page 204 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role
P. 204

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
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