WORKING FOR A NEW BOSS


					***

	Marcy Baron grumbled to herself, "This isn't how Doug did it, 
and his way worked just fine."  Her new boss, Karen Kramer, had 
asked Marcy to prepare a memo outlining the issues she'd be 
discussing at the upcoming supervisors' meeting.  With Doug, it was 
always okay just to give him a quick, face-to-face preview.  

	Marcy resented the extra time and effort she had to put into 
preparing the memo.  As she muttered her way through it, she 
wished that management would realize it had made a gigantic 
mistake and re-assign Doug to her division, while making Karen just 
disappear.

					***

	Marcy is unlikely to get her wish.  In fact, unless she re-
evaluates her approach to the situation, she's the one in danger of 
disappearing.  

	Working for a new boss can be a difficult transition, but there's 
plenty you can do to make it easier.  The following tips will help you 
get started in the right direction.


TREAT HAVING A NEW BOSS LIKE HAVING A NEW JOB

	That's what Jane Ciabattari advises in her book Winning Moves 
(Penguin Books, 1988).  Be ready to adopt new ways of doing things 
and to accept new standards for judging your performance.  
Adapting to a new boss is an opportunity to develop new skills and 
demonstrate that you're a good team player. 

	Make an extra effort to show what you can do.  The start of the 
relationship is the right time to volunteer your efforts and be ready 
to take on new assignments.  Consider yourself on call--even if it 
means postponing a vacation.  Showing a new boss what you can do, 
and that you're ready to do it, is crucial to the success of your 
working relationship.


ADJUST TO THE NEW BOSS' STYLE

	It's especially important to adapt your work style to that of the 
new leader.  Remember that her way of doing things isn't meant as a 
judgment on the old way: it's just what works for her.  

	Pay attention to the new boss's statements about his likes and 
dislikes, then fine-tune your group's actions appropriately.  Of 
course, there's bound to be some give-and-take between his 
preferences and yours, but showing a willingness to adapt, say, to his 
level of formality in dress is a good early signal to send.

	In "Managing Your Boss," (Harvard Business Review, 1980), 
John Gabarro and John Kotler suggest you pay particular attention to 
preferences in:

	COMMUNICATION STYLE.  Determine the format, frequency, 
and depth of information the new boss wants.  Consider how she 
expresses herself and what style of messages she's most receptive to.  
Does she prefer a formal memo, or a casual chat?

	Getting this issue straight from the start will minimize 
misunderstandings and help you, your boss, and your staff feel more 
comfortable with the new relationship. 

	DECISION-MAKING STYLE.  How does the new boss make up his 
mind?  Is he methodical?  Intuitive?  Or somewhere in between?  In 
justifying a purchase, for example, will he respond better to a line-
by-line cost/benefit analysis or to an eloquent argument that it will 
increase customer satisfaction?  Other clues to what he values 
include his pet projects and proudest achievements, as well as 
anything he says after "What I really like about that is . . . ."


CLARIFY MUTUAL EXPECTATIONS

	Ask the new leader what she wants you and your group to 
achieve.  If she hasn't had time to learn exactly how you contribute 
to the organization, you can offer an overview of your recent work 
and current projects.  Listen carefully to the boss's responses, from 
"That's nice" to "We need to do more of that!"

	In addition to establishing common goals, make sure the new 
boss knows what support you need.  What kind of guidance, 
resources, and connections to upper management do you expect her 
to provide?  Most bosses will be relieved to hear how they can help 
you, because doing so will help them be more productive from the 
start.


PUT YOURSELF IN THE BOSS' PLACE

	If you're having trouble understanding a new leader's actions, 
style, or goals, consider his point of view.  What are his 
organizational and personal objectives?  What pressures is he facing?  
What are his special strengths--and in what areas is he not so 
strong?

	You can get many of the answers to these questions by asking 
the new boss directly.  Fill in the background by asking reliable 
people who've worked with him before.

	It's a special case when your new boss used to be your peer--
especially if you wanted the promotion yourself.  All the above tips 
still apply, but Ciabattari suggests that extra graciousness is called 
for.  She compares the situation to the Academy Awards, when the 
camera shows other nominees' reaction after the winner is 
announced.  Make sure you show your professionalism by asking the 
selected candidate what you can do to help.

	The changes that come with a new boss can be unsettling, but 
they're also an opportunity to shape the future to your department's 
benefit--and your own.  The more energy and consideration you 
devote to getting off to a good start with your new boss, the stronger 
the foundation you'll establish for long-term success.

Does that help? YES or NO