BLUF: Boss promoted, I'll be promoted into his old role and still reporting into my old boss. I'm looking for guidance on how to not lose his support as I make eventual changes to the processes he developed.

Yesterday, my boss let me know that he is getting a new role and asked if I was interested in his current role. I am very interested, so said 'yes'. We see eye-to-eye on many things, but not everything. I have some changes that I will need to implement to improve our processes, and he will be a champion for me as I do this.

What I want to do is improve the team's performance and retain him as a champion for working with other teams to streamline this process.

What I don't want to do is to alienate him by changing any pet processes or moving to obviously or quickly. Even though I want to move obviously and quickly.

I've reviewed several threads here on MT which have been very helpful.

DiSC profiles:
Me - High C/D
Boss - High I + S tendencies

As you can guess, my C side means I'll be studying the MT Trinity ASAP.

Do you have any guidance to help me with this process? Book/article suggestions would be very welcome.

Thanks in advance!

altadel's picture
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As a current peer in the group you will supervise soon, you should have an idea of the results delivered by the group. Kudos on understanding the differences between your natural approach and that of your boss, and how that might affect the others in your group. Not surprised that a High C/D would look at processes of a group formerly directed by a high I/S, but don't become so enamoured of documenting processes that you lose track of the output AND the relationships in the group. Your current peers have a boss that's been "Hail, good fellow, well met!" for some time, and you might come off as mechanical and direct. Recall that MT says as managers we're responsible for results AND relationships; retaining good performers and enabling their work is important. MT guidance is (paraphrasing and open to correction) "observe and change nothing for 90 days" when newly managing a group.

I'd say that's still the case when you were one of the peers in the group. Also see the podcasts (from your perspective and that of your soon-to-be-former peers):

Something else to consider: does your manager use MT principles in his management of you and your group? If not, your style may come as a shock, so the Rolling out the Trinity is a good listen/read.

Best wishes on your progress!