Inheriting Your Predecessors’ Team
Building a strong team is one of many ways to create success in an organisation but often when a new team leader is appointed, he or she inherits the existing team and does not get to hand pick a new team. So how should a new team leader navigate uncharted waters when inheriting a team? Here is a suggested strategy to deal with this challenge.
Phase 1 - Assess
Phase 2 – Reshape
Phase 3 - Integrate
This is about setting the ground rules which establish, reinforce and sustain the desired behaviours. It is achieved through:
Reference: “Leading the Team You Inherit”, Michael D. Watkins, Harvard Business Review, June 2016.
Building a strong team is one of many ways to create success in an organisation but often when a new team leader is appointed, he or she inherits the existing team and does not get to hand pick a new team. So how should a new team leader navigate uncharted waters when inheriting a team? Here is a suggested strategy to deal with this challenge.
Phase 1 - Assess
- Consider the skills, qualities and characteristics that exist and are necessary within the team.
- Look at the level of team interdependence required.
- Set the standards that need to be achieved.
Phase 2 – Reshape
- Groom the high achievers so they are capable of taking on an expanded role.
- Change the scope of what people do, to create alignment with team and corporate goals.
- Move people around into different roles so that skills more closely match responsibility.
- Change team operating dynamics such as frequency of meetings, seating locations and the like.
Phase 3 - Integrate
This is about setting the ground rules which establish, reinforce and sustain the desired behaviours. It is achieved through:
- Reviewing and updating position descriptions.
- Reviewing and improving performance assessment tools and processes.
- Creating team spirit by participating in team building activities.
Reference: “Leading the Team You Inherit”, Michael D. Watkins, Harvard Business Review, June 2016.