Your leader is facing power dynamics in a new role. How can you offer support during the transition?

De mon expérience, le plus efficace consiste à chercher dans l'organisation un "ancien" qui connait bien le fonctionnement et l'écouter décoder le fonctionnement de l'organisation. Il y a toujours une ou deux personnes qui ont compris, autant s'appuyer sur elles

Stepping into curiosity before implementing change. Too often leaders try to make an impression by making immediate impactful change only to create a new problem because they have not understood what led to the current situation. Take a bit of time to 'discover' the different stakeholders needs, contributions and culture. Evaluate how your strengths, in the context of the stakeholders, can be used to contribute to improvement.

Macht wird sehr oft negativ verstanden und mit Machtkampf, Wettbewerb, Besitz assoziiert. In meiner Zusammenarbeit mit Führungskräften schlage ich eine neue Definition vor: Macht kommt von Machen. Etwas in Bewegung setzen. Bewusste Wirkung entfalten. Wirksam sein. Mit diesem Verständnis kann es gar nicht genug Macht geben. Macht als wirksames Instrument der Führung, um ins Machen zu kommen.

Allianz oder auch das englische Wort Alliance ist die Grundlage jeder Beziehung und Zusammenarbeit. Besonders in der Führung ist es wichtig, Allianzen zu bilden. Sie sind die Basis, die auch dann steht, wenn unterschiedliche Meinungen und Positionen aufeinander treffen. Die Fragen, die dazu helfen, Allianzen zu bilden: Was verbindet uns? Was sind unsere gemeinsamen Werte? Was sind unsere gemeinsamen Ziele? Was wertschätze ich an dem Anderen? Wie wollen wir mit Konflikten umgehen? Ist die Alliance etabliert, steht das Fundament für eine fruchtbare und bereichernde Zusammenarbeit.

One of the challenges people in new leadership roles face is not being aware of the unofficial channels of communication. These are the networks that exist behind the official organizational structure where decisions often get made. When supporting the new leader, it is extremely valuable to introduce them to key members of these networks and encourage them to develop those relationships. As trust builds over time, they can then become part of the unofficial discussions.

Vertrauen ist die Basis jeder Beziehung und für die Führung existenziell. Vertrauen Dir die Mitarbeiter, folgen sie Dir. Vertrauen sie Dir nicht, wird viel Schein erzeugt, ohne dass etwas wirklich passiert. Vertrauen ist nichts, was man machen kann. Vertrauen entsteht, wenn Du das, was Du denkst und fühlst, auch kommunizierst und in Taten umsetzt. Vertrauen bedeutet sich zeigen. Als Mensch mit Stärken und Schwächen gesehen zu werden. Ein Beispiel: Eine Führungskraft bekam Zuwachs in der Familie und möchte mehr Zeit zuhause verbringen. Wird das ehrlich kommuniziert und mit dem Team besprochen, entstehen Respekt und Vertrauen im Team. Werte werden gelebt, nicht nur vorgemacht.

Be a Trusted Confidant. Offer a listening ear without judgment. Sometimes, just having someone to talk to can help your leader navigate complex dynamics.

Power dynamics and struggle are often tied to fear and the unknown. One of the best ways to overcome this is have a direct conversation with those that are creating this struggle. Share what the plan or strategies are, invite them to be part of the dialogue and collaboration, ask them to participate. Work to build rapport because often once authentic conversations are held and people see that actions line up with words, dynamics can shift, people can learn to trust and align. Sometimes who you think is an adversary could turn out to be your greatest supporter!

Be aware that organisations behave like living organisms. Once a new person comes in the system is in flow and will need to find back it’s balance. This will trigger power struggles. As a newbie it’s good to stay alert - ask questions- be curious. Being adaptive in the approach is key. Agile ways of working can help to connect teams and individuals. Focus on the change. Know where you want to be adaptable and what are points you want to stick to and why. Communicate this.

1. Provide Constructive Feedback. Share observations and insights that can help your leader see different perspectives. Constructive feedback can be invaluable in adjusting to new challenges. 2. Offer Solutions, Not Just Problems. When challenges arise, come prepared with potential solutions. This proactive approach demonstrates your commitment to your leader's success.

Here are some strategies to help establish a strong foundation during this period, focusing on connecting, collecting, and contracting. 1. Connecting: Building strong relationships is crucial. Here are a few steps to foster connections via schedule one-on-one meetings, attend social events, and show genuine interest. 2. Collecting Gathering information is vital for making informed decisions and understanding the landscape, e.g Review past reports and data, determine key metrics that matter most to the organization. 3. Contracting Work with your team to set SMART goals that align with company’s objectives; Define R&R; Set up regular check-ins and communication channels to ensure consistent and transparent communication.

(1) Uncover what the Leader is making it mean about themselves every time they face power dynamics with the team ("When my team says ____, I feel like _____" or "When my team does ______, it shows me that I'm ____". What we make things mean plays a pivotal role to how we feel and in turn affects how we show up in front of others. (2) Ask the Leader for their definition of "Power". Then ask how they are embodying their own definition in their everyday life. Knowing what something means and embodying it are two different things.