Inheriting a Team

I learnt early on in my leadership journey that there is no playbook or standard approach to inheriting a team. It’s rarely a clean slate and opportunities to select your team from the outset are few and far between.

An existing team comes with history, a micro-culture, expectations, and sometimes unresolved issues. They sit within a wider organisation and culture with its own nuances, silos, relationships. There may be gaps in the structure or possibly unclear or overlapping roles and responsibilities.

Whether you’re promoted from within, transferring from another part of the business, or entirely new to the organisation, being your authentic self, listening and learning is a good start. But that’s just the beginning and is part of the bigger picture of taking on broader responsibilities. This article draws on my lived experience; what went well, what didn’t — and the lessons I learnt on the way.

Stepping Up from Within the Team

Being promoted to lead people who were your peers just last week can feel… odd.

Overnight, relationships can change and you will be under scrutiny from all sides. If you had particular friendships within the team, be wary of how these are perceived and how you will be even-handed and consistent.

Having strong peer relationships within the team long before a promotion opportunity comes about — collaborating, supporting others, not needing to dominate every conversation, and genuinely valuing different perspectives — really pays off when the dynamic shifts. It can be the difference between getting support and buy-in or having to deal with resentment and resistance.

It’s tempting to act quickly on areas where you’ve been quietly thinking, “If I were in charge…” But insight gained as a peer doesn’t automatically translate into understanding as a leader and how these fits within context of the wider business. As a leader you can’t make decisions in isolation as there can be repercussions for other areas of the business. Take time to understand the wider business context and how changes serve the wider good. Be ready to consult with team and being open about context and the “why” will help land any changes.

And a special note on the person who back-fills your old role. There can be a real temptation to hover, correct, and “just suggest” constantly. Resist. Give them space to find their way but let them know you’re there to support — not supervise from the sidelines.

Transferring from Another Area of the Business

Moving laterally into a leadership role brings some particular challenges and complexities. The team will still have a history, and you may have formed your own opinion from afar. Again, authenticity, listening and learning will do you well.

You may still be managing former peers, while also leading a function where you’re not the technical expert. This can feel deeply uncomfortable at first — when you are sitting at the top table fielding questions on a new area. But you really don’t need to become an expert overnight. In fact, consider whether you need to be an expert at all. This is your opportunity to let subject-matter experts step up, with your support. Your role becomes about articulating the bigger picture, providing business context, and creating an environment in which the team can thrive. That means removing obstacles, not knowing every detail.

Be alert to silos, and unclear role boundaries within the team, but also with other areas of the business. Unclear responsibilities breed frustration and stall progress. Addressing issues early — sometimes temporarily while a broader review happens — can restore clarity and momentum. Silos are notoriously sticky and are embedded in the culture. They don’t break down easily and it will take concerted effort. Identify the areas that are particularly counterproductive and start with those.

Finally, make your own decisions about the team and the way forward. Plenty of people will offer their opinions (some unsolicited). But a new leader represents a fresh start — so press reset on preconceptions and give everyone the chance to surprise you.

Joining a Team New to the Business

Joining from the outside can feel like a clean break. You won’t have your own baggage from the company, but the team may well do, with the inevitable “we tried that in 2018, and it didn’t work” response.

Understanding the organisation’s context — formal and informal — is essential before making big calls. Early on, you may face practical dilemmas: vacancies, stretched roles, or underperformers, and pressure to fix quickly. Unless roles are truly critical, taking time to assess before restructuring or recruiting leads to more informed and sustainable decisions.

Consult the previous manager if they are still around and get to know your HR business partner. They will be invaluable.

You’ll also be pulled in multiple directions as you meet stakeholders, gen up on systems and processes, and learn the unspoken rules. Being clear with your team about how they can support you makes a real difference. It empowers them, signals that you’re in listening mode, and sets the tone for your leadership style.

Be open and transparent — especially about what you’re doing when you’re not physically with them. Get to know your team on a personal level, what makes them tick, Regular updates go a long way in building trust and avoiding unnecessary speculation.

Six Common Threads (No Matter How You Inherit a Team)

1. Get to know your team on a human level.

What’s important to the personally as well as professionally? Listen carefully — not just to what’s said, but how it’s said and explore what’s working, what’s frustrating, and what people aspire to. Of course, establish regular one-to-ones and team meetings early, but can you do something fun and social too. Make sure it’s inclusive and something everyone can attend and enjoy.

2. Create space beyond the day job.

Bringing the team together outside routine operational forums builds connection and alignment. These sessions should be collaborative, energising, and fun. Be creative: a good icebreaker is still better than a dozen forced “tell us about yourself” monologues.

3. Create clarity early.

Agree a shared purpose, clear goals, and — critically — who’s doing what. Role confusion is exhausting and avoidable.

4. Handle sensitivities head-on.

There may be someone who applied for your role, maybe even acted up into it. They might feel disappointed, overlooked, or suddenly invisible. Address how you’ll work together openly. Be honest about development areas, but importantly, think about where this person can continue to lead and continue to get exposure to the wider business.

5. Lift your gaze.

Step away from the detail and focus on direction, context, and support. You’re better off understanding how the organisation really gets things done than mastering every technical nuance.

Ultimately, you’ll be judged on your team’s effectiveness and results. Your job is to set them up to succeed.

6. Don’t do it on your own.

Your manager will be your first line of support but getting a mentor can also be a great help as they understand the organisation but are a bit more distant from your function.

Asking for a leadership coach from outside the organisation can be essential for broadening perspectives and creating headspace to think.

Be open and transparent with your team, they are in a great place to help you learn.