New England Biz Law Update
Ask the Coach appears regularly in New England In-House. Two expert executive coaches, Dr. Lew Stern and Linda Lerner, share their thoughts and ideas in answering your questions on complex management and leadership issues and difficult work situations.
We are excited to be able to bring together the depth of experience and insights that these two coaches offer. The topics for this question and answer format will be based on your questions and those most frequently asked by their clients. Lerner and Stern will respond to one or two questions and we reserve the right to edit questions for clarity and length.
Have a question? Send it to:[email protected]. (No names will be published.)
Question: I am the assistant corporate counsel at a regional commercial bank where I have worked for the past two years. Until recently, I reported to the general counsel who originally hired me right out of law school. He left six weeks ago for a general counsel’s position in a larger company and I am uncomfortable with his replacement. I have always enjoyed this company, the type of work I do and especially my previous boss who thought my work was excellent. The new general counsel has a totally different management style. I feel stifled by his looking over my shoulder and acting as if I am the one who recently started with the company. It feels insulting to be treated like I am a new employee but I prefer not to leave the company. Do you have ideas for approaching him or should I just start my search for the next job?
Answer: Surviving the arrival of a new boss requires adjustments on several levels. It is especially strange for you because everything at work is the same but a new boss means everything seems different. You feel that you are the “expert” on this company and on your position and this newcomer is getting in your way of getting the job done.
Although your discomfort is understandable, you now have a choice of whether to be personally offended by his behavior and his unfamiliar style. While this type of change has been tough on you, reporting to different people can potentially be an invaluable professional and career development opportunity.
Being able to adapt to a variety of personalities is a highly marketable skill. The key question to ask yourself is do you respect him as a lawyer? Assuming that he was selected to fill the GC’s spot for good and sound reasons then the breadth of his legal background and his accomplishments could be a source of opportunity for expanding your experience base.
His different approaches to the law and alternate ways of handling cases might enhance your options as well. Ask yourself, can your competencies and career be advanced by the experience of associating with him? Other than management style, do his different type and level of expertise and his past legal exposure offer you an advantage over time? It sounds as if the last person that you reported to was an important mentor to you. If you continue to want that type of relationship, it can either be replaced by someone else or you could ask if your last boss would consider serving in that capacity with you in the future.
“Managing up” is the art of satisfying your boss’s requirements while getting what you need in a job. The challenge of breaking in a new boss means sharpening your relationship skills in order to adapt to the different styles and demands of various bosses as you advance in your career.
Six weeks may be too short a time to tell whether or not this match can work. It often takes three to six months. While you are deciding, it goes without saying that you should refrain from complaining about him at work because it may get back and result in your early departure from the company or make your work environment even more difficult.
Also, consider looking at this situation from your new boss’s point of view. Being hired to head up an established department with existing staff can be a challenge for any executive. Instead of resisting his interest in everything you do, consider learning how he would approach a case or write a brief.
Ask him what he needs to know, how he wants responsibilities divided or how he prefers to have you keep him informed. He needs to assess the strengths and weaknesses of the staff he inherited and you can help him make that assessment, including keeping him informed about what you are doing and how you are doing it.
Most of us have known a colleague who suffered under the stark differences that a new boss presented. Some of those people have come to realize that they do not need to have a lot in common with their bosses to be able to work with them. You are the only judge of which differences are tolerable or are the real deal-breakers.
Experiment with different approaches to working with him and consider consulting with a trusted advisor or coach for ideas. Then, simply stick it out until you are sure that it is in your best interest to stay or leave.
Create a departure plan now, even before you finally decide to search for a new position. It should include revving up your networking skills and reactivating your connections including professional groups and associations. By doing this, you will begin to feel a greater sense of control while evaluating your options. The longer you wait, the harder it gets to become active in your own job search.
Dr. Lew Stern is president of Stern Consulting, and is a senior level executive coach and leadership consultant with over 25 years experience working across many industries in the U.S. and abroad. He is the chairman of the board of The Executive Coaching Forum, and is a frequent speaker and writer. He can be reached at [email protected], or at (781) 235-0205.
Linda Lerner coaches executive managers and professionals in various fields. Her coaching and human resources experience provide consulting on best practices to a broad range of businesses. Previously she was senior vice president and member of the Executive Committee at USTrust. She serves as chairman of the Stonehill College Human Resources Certificate Program and is principal of Lerner Consulting Services. She can be reached at: [email protected] or at (617) 262-2260.
