"Your arrival began before you got there. Your new team is only new to you. They have been anticipating your arrival since the old leader was on the way out. At first maybe just in theory: "Who will replace her?" And then, if they met you in the interview process, they now have an actual person to discuss (read: dissect)."
"In most cases, there will be stories about why the former boss is gone, how you were chosen, and a hundred other things. The most important thing to remember is that people fill gaps in information with whatever they've got. It's why fear of the unknown is so real. And we comfort ourselves with various stories. Accuracy is not the point."
"Even if you are being promoted from within your team, you very likely don't know every line of the true history. Don't pretend to. Move forward. Eventually people will calm down as you become the new known quantity in the room. As fear of the unknown drifts to the new normal, people will lose interest in fable that comforts them."
Transitioning into a leadership role triggers anxiety for both the new leader and the team. Teams anticipate replacements and generate stories to fill information gaps, which amplifies fear of the unknown. Accuracy of those stories is less important than the emotional comfort they provide. New leaders often inherit the predecessor’s legacy and the lingering influence of former leaders. Internal promotions do not guarantee complete knowledge of past dynamics, so pretending to know everything undermines trust. Leading with transparency, acknowledging uncertainty, and acting consistently helps normalize change and lets familiarity replace fearful narratives.
Read at Psychology Today
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