May Busch* says it’s natural to want to put your stamp on a new job and create your own success — but what if you’re following a high-class performer who did everything right?
When Tim Cook (pictured) took over from Steve Jobs as Chief Executive of Apple in 2011, many were sceptical.
After all, he was following the superstar and icon, Steve Jobs. No mere mortal could ever measure up.
Cook and Jobs could not be more different in style and approach.
Where Jobs was charismatic, Cook is understated; Jobs was an innovator, Cook is an operator.
Yet today, Apple is stronger in virtually all metrics. Its stock price is 10 times higher; the brand remains iconic.
While you may not be facing quite the daunting task of taking over from Steve Jobs, it’s still a challenge to take on a role from someone who’s seen as a superstar.
The good news is that you can make it one of the best experiences of your career by taking these three steps.
Identify the new challenge; frame the effort, and be yourself
Let’s start with identifying the new challenge.
No matter how great a job someone did, they can’t have done everything that’s needed.
In fact, they probably succeeded because they focused on the top priority given the situation at the time.
Since things change, there’s plenty of scope for you to make your mark.
You just have to identify the new challenge at this point in time.
When my friend and colleague, Gail was promoted, I was asked to take over her previous role as product manager.
The problem was that she had done a stellar job. There wasn’t anything more to do. Or so I thought.
I went to my boss and said I needed something to shoot for; a challenge to go after.
That’s when he told me: “Put us on the map in the Commercial Paper market”.
This was a challenge that my predecessor hadn’t had time to take on, but I did.
This brings us to the second point.
First, you need to frame the effort for your team and stakeholders.
That means talking about your group’s purpose, mission and strategy in a way that will motivate your team and energise your stakeholders.
Communicating the excitement of a new challenge was at the core of how I motivated the team and mobilised our stakeholders.
Then you’ll need to frame what you’re doing in the context of building on the foundations of those who came before you.
When your predecessor is a superstar and beloved by the team, you don’t want to compete with or denigrate them.
You’ll be better off to frame it as “things have changed… and here’s what’s needed now to continue the success we’ve enjoyed so far”.
Which brings us to the third point.
You were chosen for your role for a reason. In all likelihood, it’s not for being an exact replica of the previous person in the role.
You bring a unique genius to whatever you do based on your set of skills, strengths, experiences and perspectives.
No one can do exactly what you do in the way you do it, and this is why you’re so valuable.
Even when someone has been successful using their approach, there’s benefit to changing things up and bringing a different kind of energy and set of ideas to a situation.
Coming back to Tim Cook, one of the hallmarks of his success is that he has stayed true to who he is.
He didn’t try to be the product guru or to be charismatic — and he didn’t wear black turtlenecks.
Instead, he took to heart the parting advice from Steve Jobs: “Don’t do what I would do. Just do what’s right.”
What if your new boss wants you to keep things as they are?
Unless your boss is a micromanager, “keeping things as they are” is more likely to be about continuing to deliver successful results.
In this situation, give yourself permission to take it slowly, but do take steps to find the sweet spot for the difference you can make.
Start by observing what’s working and what might be needed.
Go on a listening tour both internally (with your team and stakeholders) and externally (e.g., with your clients).
Look for themes and data-points, especially of improvements your team and stakeholders would like to see happen.
Once you discover where there’s a positive change that your team and stakeholders would support, you’ll be able to socialise it with your boss.
There’s one mistake you must avoid if you’re going to be successful — when taking over from a superstar, avoid unnecessary comparisons.
Of course, you can’t control what others think and say, so if they’re prone to compare you unfavourably to your predecessor, so be it.
It’s far more important to focus on what’s in your control.
Don’t give in to those self-defeating comparison like: “I’ll never be as good as XYZ was… the team won’t respect me as much as XYZ”
This kind of negative self-talk will drain your energy and confidence.
Ultimately, this will lead you to under-perform when you otherwise might well have become another Tim Cook.
*May Busch works with entrepreneurs and top managements to build their businesses. She can be contacted at [email protected].
This article first appeared on May’s blogsite.
