When the Leader Changes, Shouldn’t They Change Too?

Change happens. Managers change. Expectations change. Entire organizational cultures shift overnight. We've seen it many times, in many ways.

Yet, there's a missing perspective here.

I ran across a post the other day where they talked about the type of folks they want to hire. One of the points they made was about adaptability. How do you adapt to a change in who you report to?

There's merit to that question.

But it didn't address something that is equally, if not more important.

When we, as leaders, are hired, how do we adapt to teams we inherit?

Bringing the hammer down, imposing your will? Or are you also flexible? Of course it's important to raise the bar. That's why you're here. But without understanding and empathy... you run the risk of losing the team before you get started.

The burden of change often seems to fall solely on the employee. Adapt. That's the unspoken (or very spoken) rule. Prove you're "comfortable with change." Show you can "proactively manage a new boss."

But what if the boss – the leader – adapted too, maybe even first?

Maybe this sounds familiar:

A new leader steps in. New team. New faces. New dynamics. Instead of adjusting the spotlight to suit them, they pause. They look around. They study the scene that already exists. They listen to the team – not just for bitching, but for strengths, for history, for the pulse.

The role of a true leader isn't to demand change; it's to understand first. It's not to set expectations in a vacuum but to meet people where they are – and guide them to where they could go.

Adaptability isn't just on the employee. It's a leader's responsibility. It's humility and curiosity in action. It's walking into a room full of people you've never met and realizing you have as much to learn from them as they do from you.

A leader isn't just someone who evaluates performance. We shape it. By seeing potential where others might only see weaknesses. By clearing the path, yes – but also by understanding the path the team has already walked.

• So perhaps the question we should be asking as leaders is this:
• How do you adapt to a new team dynamic?
• How do you proactively build trust with employees who didn't choose you?
• How do you elevate people's unique strengths instead of forcing them into a new mold?

Change is a constant, yes. But if you're a leader, you're not just managing change. You're shaping it. And if you start by adapting yourself, then you're not just a boss. You're a partner. You're an advocate.

And isn't that the kind of leader we all want to be?