How to manage an implementation of change in management.
In a managerial position, especially a new managerial position, you will be assessed on what change you can bring to the team to improve performance. However, the problem lies in human nature - rigidity. We prefer what is familiar to us, as it gives us a sense of comfort.
'People do not advertise their rigidity. You will only trip up against it if you try to introduce a new idea or procedure. Some in the group - the hyper-rigid - will become irritable, even panicky at the thought of any kind of change. If you press your case with logic and reason, you will tend to make them even more defensive and resistant. If you are an adventurous, open-minded type, your very spirit will prove disruptive and upsetting. If you are not aware of the dangers of butting up against this fear of the new, you will create all sorts of hidden enemies, who will resort to anything to conserve the old.' - 'Mastery' By Robert Greene (Click Book Cover Below)
The solution lies to conserving the current order when you first assume the management position, to not arouse any suspicion or create early enemies within your subordinates. From this position, introduce subtle differences, or small changes, which can begin to install confidence within your team of your abilities. Only from a platform like this, can you avoid the backstabbing of employees fearing change, and also keep your bosses at bay, as they will be assessing what change you have implemented to improve performance.