Welcome to the Team!

No matter how strong, or how long your team has worked together, you will eventually need to introduce a new team member into the group.  The circumstances vary, from someone obtaining a better position, a retirement, an unfortunate departure or an expansion of the business.  Sometimes that departure is simply inevitable – the individual has the talent and desire to grow beyond the current experience that is available to them. If you have challenged them with all the opportunities you can - Congratulations!  And help them to reach that next level – it’s your role as a leader. 

Sometimes the departure is overdue. Someone who all enjoyed (or not!) but had ceased to make a real contribution to the growth of the organization, or to grow themselves.  You may be surprised to hear a small sigh of relief from everyone involved once the change has occurred. And yes, that is your role as a leader as well, although certainly not an easy one.

And when we have an opportunity to expand the team, stretching our muscles on a new project or taking advantage of an opportunity in the marketplace, the addition of a new team member can be welcome and exciting!  They can bring fresh ideas and perspective, with extra hands to help achieve the work of the team.

No matter what the situation, there is one thing for certain. The dynamics of the group are going to change. They simply will.  The skill mix and personality of the individuals in the room suddenly tilt, perhaps exposing some gaps, but ideally bringing new life and energy to the team.

Assuming that every hire is a key hire, one would expect that the individual we have selected will be the “perfect” person for the role within the team.  If we have clearly identified and qualified for skills on the front end – great!  The chances go up considerably that the individual can perform the role.  But the question of “fit” is a different dynamic entirely, and will be shaped by the preparation, and integration of the new team member into the group.  Here are a few things to consider:

Clarity of Roles – Now would be a great time to talk openly about the roles and work load of each of the existing team members. Has it become imbalanced?  Is there someone on the team who is ready to take on added responsibilities? Are there untapped talents in the room – or within other areas of your company? It’s a perfect opportunity to maximize the talents and potential of your existing team – before you finalize the role of the open position so you can hire accordingly.

Welcome Aboard! – How do you introduce that individual into the team?  Do you have a plan of orientation beyond the HR manual!? Do you personally welcome them aboard, and take them to meet other staff members? I like to get the entire group together for an informal lunch or dinner within the first week as well. Breaking bread can be a great way to get personality on the table early, and eliminate a bit of the discomfort for the new team member.  

Assign a Peer Mentor - Is there a key team member that they will need to have an extra strong connection with?  Establish their relationship by having one help the other in learning the ropes of the company.  Building that critical working relationship right out the gate can help to identify minor challenges and resolve them early, leading to lead to quick success. 

Be available.   It is critical to build rapport and provide guidance for them as their new boss in order to establish trust as early in the relationship as possible. So be sure to be there for them, but with enough space to let them know you hired them for a reason, and have confidence in that decision. 

Team dynamics will effect the total performance, and as the leader, you have a great deal to do in guiding and directing how those dynamics may form.  Eventually the team norms will reestablish with the new team member in the mix, and can do so at a higher level than they may have been prior with a thoughtful approach on your part.