Changing the ‘change’ journey

LEKSHMI NAIR

by Lekshmi Nair, Managing Principal, APAC, Synopsys Software Integrity Solutions

A few days ago I got a ping from a dear old colleague of mine. She wanted my advice on how to settle into a new role in the organisation she had joined a few months earlier. During our hour-long conversation I realised I had been in a similar situation not so long ago. We spoke about several issues.

I had been a star performer in my previous organisation. My views were heard and valued. No one in my new organisation was willing to listen to me. How could I be heard?

• I could see several ways in which current systems could be improved, but when I made suggestions people, especially my peers, took these personally. How could I bring about change? • I was working across multiple different areas.

How could I set priorities? • My team members were carrying a lot of baggage from their previous experience under their former leader. How could I build an environment conducive to growth?

Moving from my previous organisation after 15 years I heard several questions from well-wishers that were very pertinent to my new situation.

• It must have been a very difficult decision for you. • How did you adjust to your new environment? • Did you ever feel like going back? • How did you get over it?

I admit, it was not an easy journey from a wellestablished role in an organisation where I was well known to a role in a new organisation where I was unknown. Here are some of my experiences of what worked and what did not.

1. SOMETHING IS WORKING HERE,

GET HOLD OF IT

Know your organisation’s what, when, why and how.

a. What are the organisation’s core business, products and services? b. Who are the key stakeholders who will contribute to the success of your role: leaders, peers, team members, extended teams, support functions, etc? c. Who are your key internal and external customers, and their contacts? d. How is the work being performed?

2. GAIN THE CONFIDENCE OF YOUR MANAGER

Know your goals, boundaries and objectives. Align with your manager on short term and long term goals. For the first six months at least schedule regular one-on-ones with your manager. Work on 90 day and 180 day plans and track progress. Build a

strong relationship with your manager, before you join if possible. Ask, ask and ask. No question is a bad question when you need to understand what is expected of you. Get regular feedback on your plan and make changes if needed.

3. KNOW YOUR TEAM

When you are the new manager of an existing team in a new organisation much can go south. Be considerate, because they have gone through a change of manager, and some of them may have worked with your predecessor for several years. So, be ready for cold shoulders, non-cooperation and even emotional outbursts. Be empathetic and kind. Schedule one-on-one meetings to understand everyone in the team, their core strengths and aspirations. This will enable you to better analyse the team’s composition and its individual members. You will also gain a sense of risk factors such as potential resignations.

4. A LOT CAN BE BETTER,

BUT NOT FROM DAY ONE

You come to your new organisation with vast experience and a rich background. This means you have a lot to offer your new organisation. Your manager may have told you “Hey, I am looking to you to bring much-needed change here.” Remember number one above “Something is working…” You need to embrace your new environment and be part of it before you propose changes. Making changes will be much harder if you question small parts of a system that is working. You will be perceived as a ‘newly hired outsider’ who is still suffering a hangover from your former organisation. However, do not lose your ‘newness’ in this process. Keep your ideas fresh and take them out when you are reasonably good with actions one, two and three. This was the most difficult part of my change. While I succeeded in making many of the changes I wanted, I am still working through a list of things I want to change.

5. THINGS ARE NOT WORKING AS YOU

EXPECTED. BE PATIENT

At times, certain decisions may not produce the outcomes you expect or environments may not function as you expect. You need to give yourself time to embrace the change and give your new organisation time to embrace you. Consider your career as a marathon, not a sprint. Ask these questions, and take these steps, before you take a call:

a. Am I able to meet my 90 and 180 day goals and objectives? b. If not, are somethings working? Am I in a position to meet the remaining goals and objectives in 270 days? c. If not, have an open conversation with your leadership. Consider options for role change or for the support needed to make things work. d. If the answer to question a is yes, evaluate your ability to meet your role-specific objectives and business imperatives. If you believe these to be achievable you are right to continue. e. If none of options a, c and d are working, move on. Some things work and some things do not. There is something to learn from every opportunity. Just move on to a better place.

Above all, the most important skill you need when you aspire to be heard in a new environment is to be equally ready to hear. You will pick up something useful from every conversation. So, before you take the leap, work on your listening skills.

www.linkedin.com/in/lekshmi-nair-1299548