Transition
As I have said in previous posts my experience in leadership
is closer to the grassroots. Small structures, and there were many occasions when
I found myself in a new position of leadership: a new branch, service organization,
or just a new location. Each required an evaluation of culture and an even hand
in making changes, if required. I have also mentioned I firmly believe
leadership and followership follow the same rules no mater the size of the organization
and have discussed a plenty.
In very structured organizations the impact of new
leadership is more about style than function. In other words, the leader still must
follow policy. How policy is implemented, interpreted, and maintained should
not vary a great degree. Where the leader can shine in a new environment is
assessing the culture, hierarchy (sounds better than pecking order and
something completely outsider the formal structure—but more about that later), morale,
and community atmosphere. Each of these require some discussion. In this kind
of organization, the new leader must spend a good deal of time acquainting
themselves with individual members of the team, their particular role,
relationship to others in the community, and assessment for growth,
followership effectiveness, and even their thoughts in the change of
leadership. Only then may you the new leader may begin to make adjustments.
