Stepping into a new leadership role can be both exhilarating and overwhelming. Whether you’re permanently taking charge or filling in temporarily after the sudden departure of a previous leader, the transition often comes with a host of challenges. Brett Holscher, in his book “Knowledge and Wisdom in Leadership and Life”, provides an insightful look at the universal struggles and key considerations new leaders face when taking over a team. His personal experience, gained from years of moving between different leadership positions across diverse industries, gives us a candid and practical guide for navigating these early days.

Holscher’s reflections serve as a roadmap, especially for those who may be uncertain or apprehensive about their new role. The book breaks down the common situations that every new leader will likely encounter, providing not just advice, but an understanding of the emotional undercurrents that can drive both the leader’s decisions and the team’s responses.

1. The Loss of a Previous Leader: Navigating Change and Uncertainty

When a team loses their previous leader, regardless of the circumstances surrounding the departure, there is an inevitable sense of disorientation. Whether the change was welcomed or not, the team’s sense of stability has been shaken. People tend to resist change, and a new leader stepping into the role can amplify this unease.

Holscher reminds new leaders to be mindful of this discomfort. Recognizing that the team is going through an emotional adjustment can help shape how you approach the transition.

“Most people don’t like change, but they do want to understand it. Acknowledge their feelings, even if you don’t have all the answers yet.”

2. Answering Questions: Building Trust Through Transparency

In the aftermath of leadership change, the team will have many questions. Who are you? Why were you chosen? What do you stand for? The answers to these questions go beyond the surface. The team is searching for security, reassurance, and, most importantly, trust.

Holscher emphasizes the importance of honesty during this phase. It’s crucial to be transparent, even if that means admitting there are things you don’t yet know or that require further evaluation.

“Don’t make promises you can’t keep. Answer truthfully, and if something can’t be answered yet, say so. The truth will always win in the end.”

3. Earning Trust and Respect: Being the Leader They Can Believe In

A new leader must immediately address the issue of trust. As Holscher points out, when there’s uncertainty, people start to question who they can believe, especially after the exit of a former leader. People are looking for a leader they can rely on—one who is not only competent but also genuine.

This is the moment when you must show up consistently. Trust is earned over time through transparency, communication, and follow-through.

4. Demonstrating Care: Leading with Empathy and Understanding

Leaders must remember that their team members are more than just employees—they are individuals with personal lives, struggles, and aspirations. Acknowledging this is a cornerstone of effective leadership. Holscher highlights that people want to know you care about them, not just as workers but as human beings.

“Your team will never fully engage with you until they feel valued as individuals. Show that you care, not just about their work, but about them as people.”

5. Addressing Potential Resentment: Handling Those Who Wanted the Role

When you step into a new role, especially if someone else on the team had hoped to be the one promoted, there’s a potential for resentment. Holscher calls this out as a critical issue that must be handled with care.

You’ll need to acknowledge the emotions of those who might have wanted the leadership position. Spend time with them, listen to their concerns, and demonstrate your respect for their feelings.

“Respect the feelings of those around you. You may not have the answers, but you can make them feel heard and respected.”

By doing so, you can turn potential obstacles into valuable allies.

7. The Need for Routine: Easing the Transition Back to Normal

Lastly, Holscher touches on an often-overlooked aspect of leadership transitions: the need for some sense of normalcy. While things may not stay the same, it’s essential to offer a predictable environment in which your team can operate. People crave routine, and while leadership changes require adaptation, consistency in day-to-day operations can help ease the stress of the transition.

“Communicate your intentions clearly and set expectations. People need to know when things will settle into a new routine.”