How to Lead Teams You Didn’t Hire

Step 1: Recognize that you’re leading a team through change. Taking on a leadership role for an existing team is like jumping onto a moving train. The train is already heading toward a destination with cars that are tightly connected. As the new leader, you may be tasked with keeping everything on track, accelerating the progress, or re-routing to a different destination altogether. To succeed, you need to find the right place to connect to the moving train and get up to speed quickly but strategically. The team’s dynamics and operating processes are already established. A new leader (you!) represents significant change. Before you leap onto the train, recognize that effectively guiding the team through change management must be a priority. While you’re likely to feel pressure to achieve your objectives and demonstrate that you’re the right person for the job, making these things your sole focus is a mistake. Instead, give yourself a window of time to focus on creating an environment where team members feel heard and understood, supported, and motivated to navigate change. Think of it as laying a foundation of trust based on empathy that will support what you and the team will build together. It’s worth it – 76% of people who experienced empathy from their leaders say they’re always or often engaged compared to only 32% with less empathetic leaders.(1) At this point, here’s what I’m guessing you’re thinking because it’s what I hear from my clients: That all makes sense, but what does laying an empathetic foundation look like in real life? Creating a foundation of empathy is one of the essential mini-steps that build trust and bring the team along with you on the change journey. Let’s dig into the principles of change management. Start by thinking about experiences you’ve had with change, especially when changes occurred that you didn’t have a voice in. Recalling your personal experiences is a good reminder that change evokes a range of emotions for people, including discomfort and resistance. Recognize that these reactions are natural and expected. Then, acknowledge that change can disrupt routines, create uncertainty, and challenge the status quo. By demonstrating that you’ve been there, you begin to create an atmosphere of understanding and compassion within the team. One team member’s reaction to change is one team member’s reaction to change. In other words, individual members will have individual responses. Again, that’s to be expected. Some people may be hopeful about new leadership. Others may feel apprehensive or even fearful. Keep in mind that these emotions aren’t all about you. They are influenced by the person’s past experiences, aspirations, and the specific circumstances surrounding the change. Taking a step back and giving people some space ensures the team doesn’t conflate their discomfort with you. Your job as a leader is to respect and appreciate the array of emotions team members might experience. Demonstrate your commitment to understanding and valuing their unique perspectives. But be careful. It can be tempting to assume that you understand how others are feeling. Making assumptions almost always leads to misunderstandings and strained relationships – not a great start for a new leader. Introducing yourself as a leader is an ideal opportunity to invest time and effort into exploring, identifying, and acknowledging how people truly feel. When you do, you create authentic empathy, which helps you to connect with each team member on a deeper level. By cultivating empathy, you can begin to create an environment of trust, openness, and support, which is crucial for navigating change successfully. Stepping into a new leadership role offers an ideal time to show genuine interest and find out what makes your team tick. Be curious. Ask team members about their career journeys. Find out what they love about what they do. Look for openings to learn more about their interests outside of work, their families, or much-loved pets. Along with getting to know the team better, you’ll get a sense of who is on board for change, who’s skeptical, and who’s resistant. These insights will help you find different ways to bring the team through change. You don’t have to pull the train forward all on your own. Team members who are already on board can provide valuable support, formally or informally helping to bring others along. For the most part, you’re the listener in these conversations. However, after giving the team the space to provide their perspectives, you’ll want to share information about what makes you tick. So, how much should you reveal? To build connections and establish a foundation of empathy, you must be willing to be vulnerable. But it’s a balancing act. Here’s a good analogy to keep in mind. You don’t need to be as vulnerable as you would be going out on stage at the Metropolitan Opera to sing a solo even though you’ve never had a voice lesson in your life. That’s way too much. Instead, match your vulnerability to how you would feel going out on stage at the Metropolitan Opera to introduce a soloist. Extend empathy beyond your team to stakeholders involved in the change process. And don’t forget about yourself. Grant yourself the same understanding and compassion you offer others. Leading with empathy toward all those affected fosters an inclusive and supportive environment that encourages growth and resilience. 1 Van Bommel, T. (2021). The power of empathy in times of crisis and beyond. Catalyst.