The new manager started with a flourish.
He was personable, interested in the people in the team and good fun to get on with.
He showed his capabilities by immediately resolving some short-term resource issues with senior management that had been frustrating the team for weeks.
On the first day, he decided to fix a few of the external contractors rates downwards, causing friction and a lot of work to pacify them during his first week.
Then, following no earlier communication, he decided to adjust working patterns for the whole team, starting immediately.
Next up was reorganizing the way the filing system – that everyone in the team used.
Change always causes concern. Change is, of course, important and most times is progressive.
The point he missed was the need to build relationships first and foremost as the key act in the vital first week.
Those relationships will then enable much more to be achieved with full support.
As well as allowing the manager much more toleration for those occasions when things don’t quite go to plan and where tricky changes need easy implementation.