Transitioning to A New Superintendent Position
When transitioning to a leadership role, especially at the level of park superintendent, there are critical steps that will set the stage for high functioning teamwork in the future. Below are key considerations for the transition.
Know the Park before Taking Action
One of the most damaging things a superintendent who is new to a park can do is to make changes early in their tenure. To the extent possible, without dismissing critical responsibilities, avoid making any significant changes in the first six months.
Instead, use that time to intimately learn the park, its resources, standard operating practices, challenges, and opportunities. Spend time with each staff person to both understand their job functions and establish working relationships.
This is helpful for superintendents who come from another park as well as superintendents who were promoted from within the park because the realities are always different than expected.
Make a Clear Leadership Statement
While you will be spending the first six months asking many questions and studying the park, it is also important to make a clear leadership statement so that your staff does not feel that they lack leadership during this period. A good initial leadership statement includes the following:
Share your process: Sometimes, the process of learning about the park can be misunderstood by staff. They may mistake intentional inquiry as lack of trust in their skills or knowledge or as lack of confidence as the superintendent.
By simply sharing with staff members that you are intentionally in a learning process, it minimizes misunderstanding and promotes an environment of sharing.
Tell people that you will spend the first six months getting to know the park. Explain that you will be asking questions and digging for more information. Reassure them that you will refrain from big decisions and changes (as able) until you have a solid understanding of the park.
This is a great opportunity to encourage your team members to bring opportunities and challenges to your attention for your learning process while also creating a norm of sharing between staff and superintendent.
Share your general expectations: One area you can and should give clear guidance right away relating to working relationship expectations. Share your expectations regarding values, such as professionalism and respect. Consider the point from the perspective of completing this statement: “Here is what I expect from all of you, and myself, as we work together: …”
Explain what you know already: Tell staff what you already know that will 1) stay the same, and 2) change. Make sure each person is clear regarding anything that applies directly to them. For example, if you have been a chief or manager at the same park and have turned a blind eye to incomplete procedures in the past but plan to correct the issue as a superintendent, now is the perfect time to recognize that change and give people a heads-up that they can expect a different reaction from you going forward. Another example: you might reassure the team that you plan to keep the organizational structure as-is for at least the next six months, especially if you believe there is some concern regarding the topic.
Understand Work Styles
Understanding your management team members’ work styles from the beginning of your tenure will improve the quality and effectiveness of your relationships. Below is a list of questions that can facilitate a better understanding of each other.
What helps you show up and do your best work?
Where do your natural strengths serve as an asset to a team?
Where are your natural weak areas a potential liability to the team? How will you address these?
What behaviors in others are most frustrating to you and why?
What is the best way to give you feedback?
What are the top three issues or challenges you are dealing with?
However, you decide to go through the initial transition discussions—as a team or one-on-one—complete these discussions within the first few weeks of your superintendency. As a general rule, listen more than you speak and use the time to establish open and transparent communication.
