The phrase “you never get a second chance to make a first impression” certainly applies to the actions of an executive taking command of an organization. Just having common sense and good intentions is not enough, as there are actions and behaviors that are appropriate for normal social interactions that are absolutely the wrong things to exhibit when assuming command of an organization. During my experiences in assuming command, I believe that I have likely made every mistake imaginable and have stumbled across the best ways of doing business through the process of elimination! The following information will be invaluable to new personnel assuming command for the first time and will hopefully also serve as a solid refresher for tenured commanders as they move among assignments.

Recognize that you are not a savior, but a temporary steward. The older we get, the faster the time goes by. As we look back on positions we have held, we can usually reflect on at least a dozen or so others who have also served in the same capacity. In the grand scheme of things, our tenure is but a small blip on a big, historic screen, and our time in command is really not all that long. Recognize that it is your honor to be a steward in that position, like so many others before you. Aim to be a good and positive steward, and aspire to leave your command, just as others have done before you, a bit better than you found it.

Be reserved and don’t talk too much! The employees in your new command will remember everything you say and hang on every word with regard to something that is important to them, and even then, some will distort what you say. Do a great deal of listening and don’t engage in excessive conversation. Be somewhat reserved and don’t try to sell yourself. Recognize the human tendency of people to influence the new boss in areas of importance to them; don’t say anything that might tip your hat in respect to actions and decisions that have yet to be decided. Avoid unnecessary controversial conversations and remarks. Abraham Lincoln said it best: “Better to remain silent and be thought a fool than to speak and remove all doubt.”

Conduct a transition discussion. Seek to have a transitional discussion with your predecessor and avail yourself of that person’s perspective on the totality of factors involving the command. Be appreciate and attentive, but also recognize that they may have a perspective on some things or some people that you may ultimately see differently. This is absolutely not intended to cause the new executive to be skeptical, but rather to keep an open mind based on the reality that people sometimes see things differently. Having the benefit of your predecessor’s evaluation on various issues (personnel, resources, training needs, community leaders, etc.) is invaluable.

Accept nothing as gospel. As the new person, listen intently and politely, but don’t buy into anything that you are told! Let people know that you appreciate and will consider all perspectives, but also acknowledge that there are often multiple, conflicting perspectives. It is not at all unusual for different people to “look at the same screen, but see different pictures.” Also, recognize that sometimes “what people see depends on where they sit.” All of us form impressions based on our own experiences, positions, strengths and weaknesses, and your employees are no exception. It is very easy to get off on the wrong foot by listening to a single perspective and basing your initial actions on inaccurate or incomplete information. Don’t be the type of leader who has a reputation for being most influenced by the last person spoken to.

Do not get too chummy with subordinates. Everyone recognizes that close personal relations and proximity usually translate into increased influence, and that is exactly why top executives should avoid close relationships with subordinate employees. Be sensitive to the realities of this perception as you interact with others in the organization.

Be as conspicuous as possible, as soon as possible. Except in extraordinary situations, you will be somewhat known by reputation before arrival. There is always some anxiety accompanying the arrival of a new boss, and that anxiety can be reduced, and the curiosity addressed, by being conspicuous and introducing yourself to the staff. Every boss has somewhat of a history, good and bad, and it’s often distorted and exaggerated. Start the process of giving people the opportunity to form their own judgments about you, as opposed to what they may or may not have heard from others. Whatever you do, don’t overreact to potential negative perceptions and overly compensate to try to change perceptions. Just behave in a balanced and professional manner; the best perceptions are those that emerge in a neutral and gradual way.

Commit to nothing of a specific nature — just an open mind. When new in the workplace, there is typically no shortage of things that people will want you to commit to (promotions, assignments, training, additional resources, etc.). Commit to nothing other than wanting to do the best job possible, taking issues and requests seriously and having an open mind.

Don’t immediately start changing things. This is very difficult for some individuals, as the new boss is often anxious to get started in achieving goals and objectives. Unless there’s a truly critical issue that must be addressed immediately, defer making any changes until you understand the workplace and the reasons why certain things are done in certain ways. To do otherwise is to look foolish and potentially fix some things that may well not need fixing.

Recognize that your initial actions will be immediately noticed and long remembered. It is a reality that first impressions are often lasting impressions. It is very important not to make a bad first impression, which can often occur when you try too hard to make a good first impression. When first arriving at your new command, remember the less said and done, the better. Be careful not to do or say things that might end up defining you in a problematic way.

Have an introductory chat with your people. Let people see you and get to know you to some extent. This is not the time to delve into detail about what you intend to do, but rather, it’s primarily an introductory process. Without blowing your horn, tell people a little about you, your family and the things that you have experienced in the past. These types of discussions should be pleasant and low-key.

Conduct internal meetings with specific individuals and groups. Groups and individuals are just about always anxious to meet with the new boss and start the process of information and interaction. Don’t let them down; start meeting with groups and individuals as soon as practicable. Letting people see the new boss is also helpful in reducing the anxiety often associated with a change in command.

Avoid discussing your intentions. It is critical that you realize that your future actions are likely to be influenced by factors that you may not be aware of and by events that may not yet have taken place! Things are often not as they initially appear or as others may have described them. A wise executive is someone who knows that they do not have all the answers and refrains from commenting on or, worse yet, making judgments about things that might not be completely understood. The best course of action is to indicate that you have an open mind and are anxious to learn as much as you can about your new command, and that means availing yourself of potential multiple perspectives.

Don’t reveal your bias or concerns about your new command. It is natural and expected for a person to have some perceived notions about a new command. However, the wise executive recognizes that those perspectives may well be inaccurate and are only as good as the person who explained them. It is also not uncommon for people to see issues differently and attribute those issues to different factors. Finally, if your predecessor left under unpleasant circumstances, the perception is likely negative, which may or may not be accurate. Keep your cards close to your chest and don’t make statements that may be problematic in the future.

Recognize that first impressions are seldom accurate. The initial impressions of personnel and situations invariably change in the first few weeks of your tenure. It is not at all uncommon for some people who initially appeared to be highly motivated and effective to be less so, and for people who did not initially shine to be some of your best employees. This can come back to haunt you if you allow yourself to be influenced by and mistakenly confide in the wrong person early in your tenure. This reality is among the many reasons to be careful about what you say and the importance of keeping an open mind.

Summary

In taking command for the first time, getting off on the right foot and not making too many mistakes is of critical importance, and can often be avoided by being sensitive to the information in this article. I hope that this brief summary of important considerations is helpful to the reader. I can say unequivocally that I would have done a much better job as a new command officer had I possessed the knowledge that has just been passed on to you! For a more expansive review of this topic, go to KeithBushey.com and download the no-cost booklet “Taking Command.” Good luck!