Following Your Boss to a New Job Requires Careful Balancing Act
As a child, you probably played follow the leader. But now that
you're grown, is that game a wise career choice?
Not necessarily.
Joining a former boss at a new employer turned out badly for Tom
Gmitter. He became chief information officer at a
Despite considerable risks, people often ride the coattails of a
departed leader. The chief executives of Schering-Plough, Gap and Mirant have
each tapped loyal lieutenants from prior employers for their current leadership
teams.
To be a successful follower, though, you should scout for possible
land mines in advance -- and quickly establish your credibility on the job.
Don't presume the manager you followed will look out for your interests,
advises Lauren Mackler, a personal and executive coach in Newton, Mass.
"You have to take responsibility for your own career path," she says.
First, go beyond standard due diligence about a potential
workplace. "Check out the culture" through extensive interviews with
the top brass, Mr. Gmitter suggests.
He admits he did little homework about the
Another important step is to find out why your old boss chose his
latest gig, how long he intends to stay and whether his leadership style fits
well there. You don't want to hitch your wagon to a falling star.
In addition, check out the career paths of the protégés he
recruited to follow him in the past. "Have they gone on to loftier roles?"
asks Brian D. Walker, president of Wise Group, an executive-search boutique in
Fairfield, Conn. "There has to be some benefit to making the move, whether
that be money, status or professional growth."
Once you decide to move, gather critical insights from your
ex-supervisor about the new employer's key players so you will be able to hit
the ground running. That's how "I earned my stripes early," remembers
Dan Flack, a technical writer in
"He told me who's who, who's blowing hot air, which guy will
run with [an assignment] and which guy will slack off," Mr. Flack says.
The upshot: Mr. Flack unsnarled a big backlog of customer complaints faster
than expected.
You also need to anticipate resentment for being your sponsor's
crony. Invariably, there is " 'tissue rejection,' which describes how
the old guard treats someone perceived as too close to power," says Jeremy
Garlington, an executive coach in
One solution is to forge bonds with the old guard so they see you
as more than "Joe's Guy." In early 1998, Frank Sibley went to work
for Terry McDermott, a former boss then leading the National Association of
Realtors. The new senior vice president gained support from frustrated
colleagues by helping them sell a stalled project. "You go from being a
problem for the rest of the staff to being an asset," Mr. Sibley says. He
also promoted his own ideas on their merits, he says, rather than declaring,
"If you don't like it, I'll go to Terry and he'll approve it in a
minute."
When Mr. McDermott retired earlier this fall, the trade group's
board begged Mr. Sibley to stay. "I've made a lot of political alliances
and, hopefully, proved my value to the organization," he says.
A follower must "work twice as hard to build lateral
alliances" because "you are working against that [internal]
jealousy," advises Maggie Craddock, a
It's a good idea to take extra measures to enhance your
credibility and separate identity. Respectfully disagree with your former
manager at times. Volunteer for special task forces far from his or her realm.
And make sure everyone at work recognizes your unique contributions.
But think twice before following the same ex-boss twice. You risk
looking like a lapdog rather than a leader. "If you're tagged as a serial
protégé," warns Hal Reiter, CEO of recruiters Herbert Mines Associates in
Email your comments to joann.lublin@wsj.com.
Article from
CareerJournal.com Today – December 2005