By Jonathan H. Westover, PhD
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Abstract: This article provides best practices for navigating leadership transitions when new senior executives are hired, drawing on research regarding organizational change, leadership, and human psychology to understand common reactions to change and offer evidence-based strategies. It recommends proactively reducing uncertainty through over-communicating regularly with varied forums, tailoring updates for different stakeholder groups, highlighting complementary strengths rather than differences in strategy or priorities, and addressing core human needs for security and belonging. A case study demonstrates these concepts as a director successfully handled new C-suite hires by holding weekly Q&As, discussing concerns privately with the new CTO, leveraging advisory networks for intelligence on new leaders’ focus, reassuring teams existing work remained strategically important, and emphasizing synergies between current and new areas of focus. Key implications explain how framing changes as natural evolution rather than disruption builds buy-in, and that with clarity of purpose and commitment to organizational mission, leaders can guide teams productively through transitions by managing both information and the human side of change.
The hiring of new leadership above you in an organization can be an unsettling time filled with uncertainty and questions. Feelings of insecurity, lack of control, and diminished importance are common emotional reactions. However, navigating this transition successfully requires taking a proactive, solution-focused approach built on research-backed strategies and industry best practices.
Today we will explore the psychological and practical impacts of new senior leadership, provide a research foundation for effective change management, and offer specific recommendations and examples for positioning yourself and your team for ongoing success. With clarity of purpose and confidence in your abilities, you can view new management as an opportunity rather than a threat.
Research on Organizational Change
Scholarly work in the fields of organizational behavior, change management, and leadership transition provides invaluable context for understanding typical reactions to changes in senior roles. Research shows that uncertainty is one of the greatest barriers to successful change implementation (Kotter & Schlesinger, 1979). When people feel a lack of control over their circumstances, they may exhibit "fight or flight" instincts like resistance, disengagement, or job searching (Bridges, 2009). Additionally, shifts in power dynamics activate core human needs for safety, belonging and significance that must be intentionally addressed (Maslow, 2013). By understanding normal human responses to change at a psychological level, leaders can help mitigate negative reactions and promote adaptive coping.
Managing Uncertainty through Communication: The introduction of new C-suite executives inevitably breeds uncertainty for those lower in the organizational hierarchy as roles, priorities, expectations and relationships are all in a state of flux (Anderson & Ackerman-Anderson, 2010). Communicating clearly and often is critical for reducing uncertainty during transitions. Leaders should provide opportunities for direct question-and-answer sessions to disseminate timely, relevant information. Regular updates that acknowledge both continuity and change build transparency. Using a change management framework like Kotter's (2012) Eight-Stage Process helps structure iterative communication to continuously engage stakeholders throughout the transition. Over-communicating reduces the risk of damaging rumors taking hold.
Leveraging Networks to Gather Intelligence: Leveraging informal networks is another effective strategy for navigating leadership changes with confidence. When new executives join, tapping into advisory boards, industry contacts and professional associations can yield valuable "unofficial" insights into their background, management style and strategic priorities (Mintzberg, 2004). Gathering intelligence from multiple trusted sources helps paint a more complete picture than relying solely on official messaging. It also demonstrates proactive relationship building. Intel gathered can then inform wise next steps like emphasizing complementary strengths or gaining early support for critical ongoing initiatives. Networking reduces uncertainty and positions one positively as leaders transition in.
Case Study: Leadership Transition at a Global Technology Company
To demonstrate these concepts, consider how a director of engineering at a large technology firm responded successfully when a new CTO and executive team were hired from a competitor. Faced with uncertainty, she took the following actions:
Held weekly Q&A sessions and distributed meeting notes to provide ongoing communication
Discussed team concerns privately with new CTO to get clarification and address fears
Tapped advisory board consisting of former CEO, venture capitalists and academics for background on new leaders’ strategic focus
Reassured her team their projects remained strategically important based on networking intel
Worked with new CTO to emphasize synergies between existing and new areas of focus to gain their buy-in and support
By proactively addressing uncertainty, advocating for her team and projects, and focusing on complementary strengths rather than differences, she positioned them well for ongoing success under new leadership. Her confidence and clarity of purpose served as an anchor for her direct reports during change.
Implications for Practice
This research and example have several important implications for navigating leadership transitions confidently in practice:
Acknowledge uncertainty as normal and address it directly through over-communication. Provide forums for questions and distribute timely, relevant updates.
Leverage networks proactively. Tap advisory circles, industry contacts and professional associations discreetly for unofficial perspectives to better understand new executives.
Share information transparently and address concerns privately. Disseminate collected intelligence with care; discuss delicate matters confidentially with new leadership to gain buy-in.
Focus on synergy over difference. Highlight areas of complementary strengths between existing work and new priorities to reassure teams and sell new management.
Anchor your team through clarity of purpose. Have confidence in core goals, capabilities and value; reassure others stability remains amid change.
The successful navigation of leadership transitions ultimately comes down to proactively reducing uncertainty, confidently advocating for ongoing priorities, and focusing constructively on partnership rather than disruption. The following sections will explore specific recommendations and examples across several industries.
Tailoring Communication for Different Stakeholders
Effective change communication requires segmenting audiences and customizing messages accordingly (Armenakis & Harris, 2009). When new C-level executives join, leaders must communicate differently with direct reports versus senior peers versus other departments. Targeting updates tailored to specific needs builds buy-in.
For example, when a new COO was brought onboard at an educational nonprofit, the CEO:
Held one-on-one check-ins with direct reports to address individual role concerns
Had informal discussions with senior VPs to share intel on new COO’s experience turning around similar orgs
Sent a company-wide email introducing the COO and emphasizing campus-wide synergies between academic and operational priorities
Segmenting communication across stakeholder groups personalized the transition experience, bolstering confidence at all levels through tailored transparency.
Navigating Changes in Company Direction or Priorities
New executives often bring fresh strategic visions that evolve an organization’s direction or priorities over time. The most constructive approach frames this not as disruption but natural evolution (Kotter, 1995).
For example, when a large FMCG company hired a new marketing chief with a background in DTC brands, the CMO stressed continuity in the customer-first mindset while reframing existing campaigns as “evolving our dialogue.” He highlighted opportunities to better engage consumers through new channels versus differences in approach.
Focusing on progression over disruption builds buy-in for change. It acknowledges past successes while gaining openness to new opportunities presented by complementary leadership perspectives. Strategic evolution becomes exciting rather than unsettling when framed and communicated positively.
Maintaining Morale and Motivation Amid Power Dynamics Shifts
The introduction of more senior executives activates innate human needs for security, belonging, and significance that must be managed carefully to maintain morale (Maslow, 2013). Regularly acknowledging direct contributions reinforces value and purpose, as in this hospital example:
Facing a new CXO team, a chief nursing officer scheduled biweekly ward rounds to check in, answer questions and recognize nursing staff by name for their patient care work. She assured their roles remained vital to the organization’s mission. Simple esteem-building gestures like this counteracted potential insecurity over management changes above.
Proactively addressing core human needs through respect, appreciation and reassurance of purpose maintains motivation when leadership and power dynamics shift. Confidently emphasizing continuity amid natural organizational evolution builds resilience through change.
Conclusion
The introduction of new senior leaders brings both uncertainty and opportunities. By taking a proactive, research-grounded approach focused on over-communicating clearly, leveraging networks, addressing uncertainty directly, gaining early alignment and maintaining morale, leaders can guide their teams confidently through transitions. With expertise, integrity and belief in core organizational purpose, you can emerge even stronger. Rather than viewing change as threatening, approach leadership evolutions constructively by emphasizing complementary strengths and framing them positively as natural progress. Navigating transitions successfully comes down to thoughtfully managing both information and the human side of change.
By segmenting audiences, tailoring updates, emphasizing continuity amid change, and addressing psychological needs like security and belonging, leaders can steady others amid fluctuations at the top. With clarity of vision and commitment to serving core organizational missions, navigating new management layers becomes an opportunity for growth rather than a disruption to stability. Leaders who embrace this mindset emerge well positioned to flourish long-term.
References
Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and practice. Journal of Change Management, 9(2), 127–142. https://doi.org/10.1080/14697010902879079
Anderson, D., & Ackerman-Anderson, L. (2010). Beyond change management: Advanced strategies for today’s transformational leaders. San Francisco, CA: Pfeiffer.
Bridges, W. (2009). Managing transitions: Making the most of change (3rd ed.). Philadelphia, PA: Da Capo Press.
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.
Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business Review Press.
Kotter, J. P., & Schlesinger, L. A. (1979). Choosing strategies for change. Harvard Business Review, 57(2), 106–114.
Maslow, A. H. (2013). A theory of human motivation. Mansfield Centre, CT: Martino Publishing.
Mintzberg, H. (2004). Managers not MBAs: A hard look at the soft practice of managing and management development. San Francisco, CA: Berrett-Koehler Publishers.
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Focusing Forward: How to Traverse New Leadership While Emphasizing Continuity. Human Capital Leadership Review, 12(2). doi.org/10.70175/hclreview.2020.12.2.5
