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Shuffle Ball change. That's the current dance step in so many offices.
It's ironic in a way. With the job market frozen so that even the unhappiest amongst us are advised to take a deep breath and endure for the nonce, some companies are undergoing internal change at an unexpected pace.
"It's my third boss in two years." said one Assistant Superintendent in a school district where School Superintendents have the life span of fruit flies.
‘We merged again." explained a banking investments advisor. "And while I'm singing the grateful-to-have-a-job anthem, which is the god's honest truth, I inherited a boss from the gang that ate us. I can't imagine relaxing around any of them."
"I always understood I was an outsider working in a family business," said a printing Sales Director. "But I never felt so far out of the family as when the CEO brought in his son to be Mr. Number 2 despite his zero years of experience. Traditionally the family seasons the second generation by insisting they work for others before bringing them into the firm. But this economy just doesn't allow it."
"When we downsized at the magazine, some people stepped up. Now my closest work friend is my new boss. It's awkward for us both."
You too might have a new boss. It could well be yet another new boss, the last one having flickered out before you could even make a bad impression. Whether because the job market is so frail that companies are picking and choosing, or because restructuring means constant repositioning, or simply because unstable times shake up the workplace power structure - an awful lot of people are struggling to adjust to new managers, team leaders or CEOs.
New bosses originate in three places: those that come from the outside, those that come from the inside and those who stood side by side with you until they got promoted. Each will have a slightly different agenda and create a different adjustment issue.
If your new boss has been recruited from outside, prepare yourself for lots of new initiatives, slow starts, and the frustrating administrative glitches that occur when anyone has to learn a new culture. While you are adapting (reluctantly) to this flurry of change, struggle to avoid your own rush to judgment.
As much as possible - you are only human- avoid establishing your view of the new team captain based on the amazing amount of gossip, faulty information gathering and hasty first impression that most of us use to form an opinion when we are anxious. New bosses make everyone anxious.
Distortions in your impressions can easily lead to interpersonal missteps with someone who is important to you. (For example, your quick read saw her as a relaxed jokester, so you ended up crossing the line.)Better to go slow, and observe first hand. Think Polaroid, if you can remember what that is. If not, think hard-boiled egg. Give your judgment plenty of time to harden.
On the other hand, if your new boss has been promoted from within, processes and personalities may be well known and political alliances may already be set. Don't assume, however, that you stand with this person where you always stood. When people move into positions of new responsibility, they are often smart enough to look around with fresh eyes. Promotions shake up social and political networks and you stand a chance of a fresh start.
Finally, and all too familiarly, the day may come when today's new boss was formerly your companion in arms. A friend is promoted and now the person with whom you lunched and vented is the person who reviews your time sheet.
Managed right, this is great news. You already have a working alliance built on warm trust. Just make sure you show proper respect for the new position. Even if your friend does not appear to require deference, he or she prefers it. Remember, the President's best friend of a lifetime refers to him by title the minute he wins the election.
No matter who the boss, do seek an opportunity early on to present yourself, your work and your proudest accomplishments. And do show interest in learning the new person's agenda. How can anyone know you are willing to support her if you don't somehow say so?
You want to give a new person time, but not so much time that you are invisible, or worse, known only by reputation. Yes, it is a narrow path between sucking up and steering clear. Try to walk it.
And remember, if you find yourself an Indian at the effect of a new Chief, you have an opportunity. Like most opportunities, it comes disguised as work.
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