Are you thinking about taking a new job? Whether you're joining a new team or stepping into a different role in your company, starting anew can always be a challenge. It takes a great deal of planning, awareness and intuition to make the leap gracefully. In this discussion, we'll review the things you should be doing to make your transition as easy and effective as possible for both you and your staff. We'll also go over the traits you'll need to demonstrate to be a great leader starting on day one.

1. LEADERSHIP
TRANSITIONING

2. HANNAH BROADDUS
VP of Sales & Marketing
Centra Foods

3. ABOUT THIS SESSION
Facilitated by me
Taught by you
I’ll be sharing your advice
Interactive workshop
Share your story
Find these slides on SlideShare
slideshare.net/CentraFoods/leadership-transitioning
INTERRUPT ME!

4. THINK OF THE STORY OF
YOUR TRANSITION...
WHAT DID YOU LEARN?
YOUR STORY

5. EVERY YEAR ABOUT 25% OF
LEADERS TAKE NEW ROLES.

6. ORIENT YOURSELF
GET A LAY OF THE LAND

7. TAKE IT SLOW. EVERYONE WANTS TO HIT THE GROUND RUNNING,
AND PROVE TO EVERYONE WHY THEY GOT THE POSITION. THE
BEST LEADERS ARE ONES THAT STAND BACK AND LEARN HOW
AND WHY BEFORE RECOMMENDING OR MAKING CHANGES. THIS
IS COMMON WITH NEW SUPERVISORS. THEY ARE SO EAGER TO
MAKE POSITIVE CHANGES, THAT THEY DO NOT TAKE THE TIME TO
LEARN FROM THE MORE SENIOR FRONT LINE STAFF BEFORE
JUMPING IN AND MAKING CHANGES.
Peter Testory
Assistant Director for Support & Culinary Operations
Colorado State University
“

8. ORIENT YOURSELF
GET A LAY OF THE LAND
▸Pause — lay low
▸Seek to understand, not to
change… yet
▸Increases long-term efficiency

9. LEARN THE EXISTING SYSTEMS BEFORE RECOMMENDING ANY CHANGES. IF YOU
ARE IN A POSITION TO MAKE OR RECOMMEND CHANGES WHEN YOU FIRST
ARRIVE TO YOUR NEW POSITION, DON’T. OBSERVE AND LEARN THE CURRENT
ENVIRONMENT TO UNDERSTAND HOW EVERYTHING THAT YOU’RE INVOLVED IN
WORKS BEFORE MAKING ANY CHANGES. THE CURRENT SYSTEM EXISTS FOR A
REASON. FIND OUT HOW IT CURRENTLY WORKS, IF THERE HAVE BEEN OTHER
SYSTEMS IN PLACE, WHY THEY WERE CHANGED, ETC. WHEN PRESENTING ANY
CHANGE, HAVE FACTS AND EXPECTED BENEFITS OF THE CHANGES THAT YOU’RE
RECOMMENDING.
Rigoberto Plascensia
Food Service Manager, 64 Degrees
University of California, San Diego
“

10. ORIENT YOURSELF
GET A LAY OF THE LAND
▸Take stock of what’s been
done and why
▸The current system exists for
a reason

11. DON’T START CHANGING THINGS IMMEDIATELY. LEARN
ABOUT YOUR POSITION AND YOUR DIRECT REPORTS (IF YOU
HAVE ANY) BEFORE YOU MAKING ANY CHANGES. IT SHOWS
RESPECT FOR THE EMPLOYEES IN YOUR DEPARTMENT TO
INTERVIEW AND LEARN ABOUT WHAT THEY DO WITHIN THE
OPERATION. BY SHOWING RESPECT, YOU EARN TRUST AND
START TO RECEIVE RESPECT IN TURN.
Tracy Stack
Business Analyst, CAL Dining
University of California, Berkeley
“

12. ORIENT YOURSELF
GET A LAY OF THE LAND
▸Interview your staff
▸Job shadow key roles
▸Ask and listen with an ear
towards process and why

13. LAY LOW THE FIRST FEW MONTHS TO ASSESS THE
LANDSCAPE, LEARN FROM COLLEAGUES,
ESTABLISH RAPPORT BEFORE STARTING TO MAKE
SUGGESTIONS.
Nicole Fetterly, RD
Manager, Nutrition and Wellness
The University of British Columbia
“

14. Russ Meyer
Director of Housing Operations & Dining Services
The University of Nevada, Reno
“‣ FIND OUT WHAT’S IMPORTANT TO YOUR BOSS(ES)
‣ TAKE SOME TIME TO GET THE LAY OF THE LAND.
FIND OUT WHO IS IN CONTROL (IT MAY NOT BE
THE BOSS), WHO IS A FOLLOWER, WHO IS A
COMPLAINER, WHO IS EXCITED, WHO IS NOT, ETC.

15. ORIENT YOURSELF
GET A LAY OF THE LAND
▸Ask questions: how can I
help you the most?
▸Reverse training — staff and
colleagues train you

16. WORK HARD.
DO WHAT YOU TOLD.
AND ASK QUESTIONS.
ASK THE PERSON TRAINING STUPID QUESTIONS SO THE
PERSON WHO IS LEARNING DOESN’T HAVE TO FIX STUPID
PROBLEMS.
Scott Franke
Sous Chef
Washington State University
“

17. ASK A LOT OF QUESTIONS AS TO BE SURE TO UNDERSTAND
EXACTLY WHAT YOU ARE SUPPOSED TO DO. DO NOT TELL
YOURSELF THAT IT IS THE FIRST DAY OR WEEK AND YOU WILL
EVENTUALLY UNDERSTAND, ASK QUESTIONS UNTIL YOU FULLY
UNDERSTAND. TAKING NOTES IS A REALLY GREAT WAY TO
REMEMBER WHAT QUESTIONS TO ASK, AND WILL HELP SPARK
NEW QUESTIONS.
Mark Schmidt
Culinary Manager
Concordia Dining Services
“

18. ORIENT YOURSELF
GET A LAY OF THE LAND
▸Understand expectations
▸Long term visions for your role
▸Expectations for daily
communication and interactions

19. SEEK TO UNDERSTAND – YOU BRING VALUE AS
NEW PERSON, BUT YOU NEED TO OBSERVE AND
UNDERSTAND THE STATUS QUO FIRST.
Sarah Larson
Associate Director, Dining Services
Washington State University
“

20. ORIENT YOURSELF
GET A LAY OF THE LAND
▸You were hired for a reason
▸Have the confidence to not
immediately react
▸Understand the big picture

21. Liz Poore
Director of Dining Services
Colorado State University
“DON’T MAKE KNEE JERK DECISIONS, AND DON’T LET PEOPLE PUSH YOU INTO
MAKING DECISIONS IF YOU HAVE TIME.
DON’T BELIEVE EVERYTHING YOU HEAR WHEN YOU FIRST START. COME TO YOUR
OWN CONCLUSIONS AS TIME PASSES.
DON’T TRY TO CHANGE EVERYTHING OVERNIGHT OR TOO QUICKLY.
MAKE SURE YOU UNDERSTAND WHY THEY HIRED YOU AND WHAT THEIR
EXPECTATIONS ARE 3 MONTHS, 6 MONTHS, 1 YEAR DOWN THE ROAD.
CELEBRATE THE SMALL VICTORIES ALONG THE WAY.
GIVE GRACE WHEN YOU CAN BECAUSE CHANGE IS HARD!

22. ORIENT YOURSELF
GET A LAY OF THE LAND
FUTURE
ACTIVITY

23. HAVE SOME HEART TO HEART AND IN-PERSON CONVERSATIONS WITH BOTH YOUR
DIRECT SUPERVISOR AND THE THEN THE FOLKS YOU ARE NOW EXPECTED TO
SUPERVISE. ASK THEM EACH A FEW QUESTIONS AND CAREFULLY RECORD THE
ANSWERS.
‣ WHAT IS THE MOST IMPORTANT THING I CAN DO FOR YOU?
‣ ARE THERE ANY ISSUES I SHOULD BE AWARE OF?
‣ HOW DO YOU LIKE TO RECEIVE COMMUNICATION? IN-PERSON, PHONE, TEXT, EMAIL?
‣ CAN YOU DESCRIBE A PERSON IN MY CURRENT ROLE DOING AN IDEAL JOB? WHAT
DOES THAT LOOK LIKE?
Byron Drake
Associate Director for Retail Operations
University of Montana
“

24. … IF THERE SEEM TO BE SIGNIFICANT DIFFERENCES IN THEIR
RESPONSES, SEEK SOME CLARIFICATION FROM YOUR SUPERVISOR.
THIS FRANK AND CANDID CONVERSATION EARLY IN YOUR NEW POSITION
MAY HELP SET THE TONE FOR GOOD COMMUNICATION AS YOU
PROGRESS THROUGH YOUR ORIENTATION AND TRAINING. COMPARING
THE ANSWERS BETWEEN YOUR SUPERVISOR AND YOUR STAFF ALLOWS
YOU TO EXPLORE WHAT WILL WORK BEST FOR YOU IN BALANCING
SOMETIMES CONFLICTING NEEDS AND EXPECTATIONS.
Byron Drake
Associate Director for Retail Operations
University of Montana
“

25. COMMUNICATION IS KEY. LEARNING HOW TO COMMUNICATE WITH
EVERYONE AROUND YOU WILL HELP YOU FIND THE ANSWERS YOU NEED
TO DO THE JOB THE BEST YOU CAN. SOME PEOPLE BEST COMMUNICATE
FACE TO FACE, SOME COMMUNICATE BEST BY ARTICULATING THEIR
IDEAS THROUGH EMAIL, SOME CAN COMMUNICATE WHILE WORKING,
SOME HAVE TO STOP WHAT THEY’RE DOING, ETC. EFFICIENT AND
PRODUCTIVE COMMUNICATION WILL INSURE THAT YOU UNDERSTAND
EXPECTATIONS AND WAYS TO SURPASS EXPECTATIONS.
Rigoberto Plascensia
Food Service Manager, 64 Degrees
University of California, San Diego
“

26. BUILD RELATIONSHIPS
INVEST IN YOUR PEOPLE

27. NO ONE CARES HOW MUCH YOU KNOW UNTIL THEY
KNOW HOW MUCH YOU CARE. DEVELOP THE
RELATIONSHIP FIRST AND THAT WILL BE YOUR
PERMISSION TO COACH AND GET THINGS DONE
THROUGH OTHERS AND AS A TEAM.
Colin Moore
Director, Food Services Operations
University of British Columbia
“

28. BUILD RELATIONSHIPS
INVEST IN YOUR PEOPLE
▸Get interested
▸Ask questions
▸Respect opinions

29. ASK LOTS OF QUESTIONS AND PAY ATTENTION TO
THINGS LIKE BODY LANGUAGE AND FACIAL
EXPRESSIONS WHEN PEOPLE ARE INTERACTING WITH
OTHERS AND YOURSELF. IT WILL HELP YOU DETERMINE
HOW TO TALK AND WORK WITH SPECIFIC PEOPLE IN
SITUATIONS THAT MAY PROVE DIFFICULT OTHERWISE.
Jeri Sparks
Food Service Operations
Montana State University
“

30. BUILD RELATIONSHIPS
INVEST IN YOUR PEOPLE
▸Emotional awareness
▸Get to know your people
▸Professionally & personally

31. I FIND IT HELPFUL TO FIND SOME COMMON GROUND WITH
YOUR SUPERVISORS AND CO-WORKERS. FOR INSTANCE,
PAUL LOVES FOOTBALL SO I READ “FOOTBALL NEWS” AND
DISCUSS THAT WITH HIM JUST BRIEFLY BEFORE WE START
WORK. IT SHOWS THAT YOU ARE MAKING AN EFFORT TO GET
TO KNOW THAT PERSON AND ENCOURAGES THEM TO TAKE AN
INTEREST IN YOU AS A PERSON, NOT JUST AN EMPLOYEE.
Jeri Sparks
Food Service Operations
Montana State University
“

32. BUILD RELATIONSHIPS
INVEST IN YOUR PEOPLE
▸When are your staff happy?
▸What in their job makes
them FLOW?

33. THERE ARE A LOT OF GOOD EMPLOYEES BUT THERE ARE ONLY A FEW
EXCELLENT EMPLOYEES. BE THE EXCELLENT EMPLOYEE WHETHER YOU
WILL GET PROMOTED OR NOT. REMEMBER YOU ARE JUST NOT PUNCHING
A CLOCK TO PUT IN TIME, YOU ARE THERE TO MAKE A DIFFERENCE AND
SHOW INTEGRITY IN ALL THAT YOU DO. GO IN WITH AN OPEN MIND TO
EVERYONE AND TRY NOT TO GET CAUGHT UP IN WHAT THE NORM IS. LET
OTHERS SEE YOUR SUCCESS THROUGH THE SUCCESS OF OTHERS. HAVE A
GENUINE CAR FOR THOSE AROUND YOU. YOU CAN BUILD OTHERS UP
WITHOUT HAVING TO TEAR THEM DOWN.
David Chambers
Customer Service Manager, Aggie Marketplace
Utah State University
“

34. BUILD RELATIONSHIPS
INVEST IN YOUR PEOPLE
FUTURE
ACTIVITY

35. HOW DO YOUR
PEOPLE LIKE TO…
‣ COMMUNICATE
‣ RECEIVE PRAISE
‣ DO MEETINGS
‣ FOCUS
‣ FLOW

36. WHAT MAKES
YOUR PEOPLE…
‣ GET FRUSTRATED
‣ LOOSE MOTIVATION
‣ LOOSE THEIR FOCUS
‣ FEEL UNAPPRECIATED

37. GOALS & PROCESS
START MAKING CHANGES

38. GOALS & PROCESS
START MAKING CHANGES
▸Build your long term vision
▸Share it with key staff — ask
questions — how would they
achieve this?
▸Publish it to all

39. ‣ CONNECT AND ENGAGE THE BEST PEOPLE YOU NEED TO
LEARN FROM.
‣ IT’S NOT ALL ABOUT YOUR SKILLS, A GOOD ATTITUDE IS
EQUALLY IMPORTANT.
‣ CHALLENGE THE PROCESS BUT BE RESPECTFUL.
‣ SET ATTAINABLE GOALS AND ACHIEVE THEM.
‣ NOW GO GET THEM!
Daniel E. Archer
Senior Manager of Food Safety, Workplace Safety & Environmental Compliance
Stanford Dining and Stanford Hospitality & Auxiliaries
“

40. GOALS & PROCESS
START MAKING CHANGES
▸Set goals
▸Publicize them
▸Evaluate how current
processes will help or hinder

41. PRIORITIZE THE PROJECTS IDENTIFIED AND
TACKLE THEM ONE OR TWO AT A TIME, INSTEAD OF
TRYING TO CHANGE OR REDIRECT THE ENTIRE
OPERATION.
Nicole Fetterly, RD
Manager, Nutrition and Wellness
The University of British Columbia
“

42. Russ Meyer
Director of Housing Operations & Dining Services
The University of Nevada, Reno
“DETERMINE WHAT “PROBLEMS” NEED TO BE
SOLVED, PICK SOME LOW-HANGING FRUIT, AND
SOLVE THOSE ISSUES TO SHOW YOU CAN
ACCOMPLISH THINGS AND WANT TO MAKE THE
SITUATION BETTER.

43. GOALS & PROCESS
START MAKING CHANGES
▸Redesign your processes
▸Get feedback from staff
▸Try it… tweak from there
▸Get feedback again

44. GOALS & PROCESS
START MAKING CHANGES
FUTURE
ACTIVITY

45. GOAL SETTING: 4 CIRCLES OF INFLUENCE
GOALS RELATED
TO YOU AND YOUR
HIGHER POWER
GOALS RELATED TO THE
PEOPLE YOU LOVE THE MOST
MAKE GOALS RELATED TO YOUR
MENTORS OR MENTORING
MAKE GOALS RELATED TO YOUR
BUSINESS AND YOUR ROLE

46. PLAN GOALS LIKE AN EVENT:
‣ BREAK THEM INTO PARTS
‣ PUT A TIMELINE ON THEM
‣ PUT THEM INTO YOUR CALENDAR AS TASKS

47. GOALS & PROCESS
START MAKING CHANGES
▸Make changes incrementally
▸Move with purpose
▸Cultivate urgency in your
team (not franticness)

48. GO IN WITH AN OPEN MIND AND BE AN ACTIVE
LISTENER. DO NOT LISTEN TO OTHER PEOPLES’
OPINIONS ABOUT ANYONE YOU WORK WITH. FORM
YOUR OWN OPINION.
Jeri Sparks
Food Service Operations
Montana State University
“

49. GOALS & PROCESS
START MAKING CHANGES
▸Evaluate: is everyone on the
right seat of the bus? 🚌
▸Is everyone being challenged
and used to their potential?

50. GOALS & PROCESS
START MAKING CHANGES
▸Evaluate: Do you have the
resources you need?
▸Can you reallocate resources
to meet your long term vision?

51. GOALS & PROCESS
START MAKING CHANGES
▸Invest in food trends that meet
your long term vision
▸Propose other new investments
needed to meet your vision

52. GOALS & PROCESS
START MAKING CHANGES
▸Be present & available to
your team
▸Do daily walk-throughs
▸Check in with staff often

53. GOALS & PROCESS
START MAKING CHANGES
▸Consider yourself a
consultant
▸Ask yourself: is this the best
way to be doing things?

54. Russ Meyer
Director of Housing Operations & Dining Services
The University of Nevada, Reno
“‣ REACH OUT TO OTHER AREAS, DEPARTMENTS,
DIVISIONS, TO SEE WHAT YOU CAN DO TO
SUPPORT THEM.
‣ SET GOALS, BOTH STRATEGIC AND TACTICAL,
FOR THEIR AREA, THEN DEVELOP A PLAN TO
ACHIEVE THOSE GOALS.

55. GETTING IT DONE
USE YOUR TOOLS

56. UTILIZE YOUR OUTLOOK CALENDAR TO HELP KEEP PROJECTS
ON TRACK. RECURRING CALENDAR APPOINTMENTS THAT
SERVE AS REMINDERS ARE MY BEST METHOD TO MAKING
SURE PROJECTS DON’T FALL THROUGH THE CRACKS. HAVING
A SOLID SYSTEM IN PLACE TO TRACK PROJECTS HELPS
MAKE THE TRANSITION INTO A NEW POSITION SMOOTHER
AND REALLY BUILDS RAPPORT.
Hannah Penland
Dining Services
Colorado State University
“

57. GETTING IT DONE
USE YOUR TOOLS
▸Map your goals on a calendar
▸Use a short term and long
term lists to focus on top
priorities

58. DEVELOP A RESOURCE LIST. KNOWING WHO TO GO TO WHEN
DIFFERENT QUESTIONS OR PROBLEMS ARISE IS CRITICAL, AND
IS YOUR BEST ASSET WHEN YOU’RE DEMONSTRATING YOUR
ABILITY TO PROBLEM SOLVE TO YOUR NEW BOSS. KNOWING
YOUR RESOURCES HELPS MAKE YOU A VALUED EMPLOYEE,
BUILD YOUR REPUTATION, AND WITH NETWORKING.
Hannah Penland
Dining Services
Colorado State University
“

59. GETTING IT DONE
USE YOUR TOOLS
▸Get to know who has the
answers.
▸Tap them for knowledge.

60. BE A GOOD LEADER
LEAD YOUR TEAM

61. Liz Poore
Director of Dining Services
Colorado State University
“LISTEN MORE THAN YOU SPEAK.
STAY OPEN TO ALL VIEWPOINTS.
BE PATIENT WITH YOURSELF AND OTHERS.
BE WILLING TO MAKE MISTAKES, BUT HOLD YOURSELF
ACCOUNTABLE AND BE AUTHENTIC.
LEAD BY EXAMPLE AND WITH TRUTH.

62. CREATE A CULTURE THAT
SUPPORTS NAYSAYERS,
GROWTH AND CHANGE

63. STAY RIDICULOUSLY
AMBITIOUS
(LIKE WHEN YOU FIRST
START ANY NEW JOB)

64. CREATE AN OPEN SPACE
FOR YOUR STAFF:
TO TALK OPENLY,
TO CHECK IN,
TO GIVE SUGGESTIONS

65. GIVE RESPONSIBILITY:
ALLOW YOUR STAFF TO
BE ACCOUNTABLE AND
WORK INDEPENDENTLY

66. TRULY CARE ABOUT
YOUR PEOPLE

67. ALWAYS ASK:
WHAT ARE YOUR
PROBLEMS?
HOW CAN I SOLVE
THEM?

68. MANAGE YOUR STRESS:
EXERCISE
LIMIT YOUR WORK
GO OUTSIDE
MEDITATE

69. DEVELOP THE PEOPLE
THAT WORK FOR YOU:
BE A MENTOR

70. EMBRACE THE SKILLS
OF YOUR STAFF, NOT
ONLY CREDENTIALS

71. VOLUNTEER FOR THE
GRUNGE WORK

72. FIGURE OUT HOW
YOU’LL NEED TO TRACK
YOUR SUCCESS.

73. BE A LEARNER:
BETTER YOURSELF
TAKE CLASSES
READ BOOKS
SELF-REFLECT
ASK FOR FEEDBACK

74. FAIL FORWARD FAST.
DON’T BE A
PERFECTIONIST.

75. KNOW YOUR PEOPLE
AND LET THEM KNOW
YOU.
BE VULNERABLE.
BE REAL.

76. RESOURCES
DEVELOP YOURSELF

77. RESOURCES
DEVELOP YOURSELF
▸The First 90 Days - Genesis
Advisors genesisadvisers.com
▸Leadership Transitions -
Harvard Business harvardbusiness.org/leadership-transitions

78. RESOURCES
DEVELOP YOURSELF
▸ The First 90 Days
▸ Your Next Move: The Leader’s
Guide To Navigating Major
Career Transitions
▸ A Sense of Urgency
▸ The Power of Habit
▸ Leaders Eat Last
▸ Give and Take
▸ FLOW
▸ Smarter Faster Better
▸ Crucial Conversations

79. ACTIVITY
WRITE A WANTED AD

80. ACTIVITY
WHAT ARE YOU CHALLENGED BY?
HOW DO YOU MOVE FORWARD?

81. THE STORY OF
YOUR TRANSITION...
WHAT DID YOU LEARN?
YOUR STORY

82. THANKS FOR YOUR
PARTICIPATION!