Richard Branson on When Workers Rebel Against a New Manager

Question: A year I reached the point where I needed someone to help manage the business. I'm confident that my new manager works the company's best interests in , but I am hearing from employees that she is causing stress, and that she can be annoying and disrespectful. Her behavior has even to the resignations of some longtime workers.

I don't want to fire her because I think she does her job in honest way. What should I do? -- Name withheld, Colombia

Answer: When a business founder steps from day-to-day operations and brings someone from outside the company to run things, some seasoned staff members may feel slighted while may react negatively to a new manager's of doing things. It is a tough change to execute -- many small and midsize businesses fail make this transition.

First, your instinct to remove yourself the situation was the right one -- I this myself! It will help you find the next great opportunities your company and give you time to work how to capitalize on them. And your decision to fire your manager straight away was the right . It's important that you this right, because if you assemble a great team -- one that understands your vision the business and can come with creative solutions to problems – it will expand your effectiveness exponentially. But you need to work out quickly why there is tension at your company.

Sit down your new manager and ask her how she feels is doing. Don't just talk with her her relations with the staff, but try to get a sense of the larger picture. Find what problems she sees affecting the business, how she is trying to fix , and how that process is going. Her difficulties the staff may be prompted by her frustration or insecurity.

Sometimes the founder's shadow can managers jittery, affecting how they deal employees. Consider whether you giving the new manager the space she needs to the business: Are you still the big corner office? Are you in the office most days of the week? Does the staff still look to you to the big decisions? Ask your manager her perspective.

Finally, walk your factory floor, visit your shops and stroll your offices, and ask your employees they feel business is going. How is the mood? Do people seem discouraged or frustrated, or they seeing progress toward a goal? Do they feel that their ideas are valued? Whether you find that employees happy or discouraged, try to find out why, so you can understand how your manager's strengths and weaknesses are affecting people throughout the company.

Once you have assessed it is your manager, your employees, your continued presence, or a combination of all three is preventing this transition working well, you must act decisively. If you find that you are source of the problem, the solution is obvious: get out of everyone's . If possible, move your office another building.

If it turns that the manager is not right this job, you must proceed carefully. Firing should only be a last , and if it must be done, it should be thoughtfully and kindly. In most cases, a person who does badly a job is not lazy or difficult, but has been promoted to a role that is not suited his personality.

Then, when you are searching your manager's successor, look for someone who genuinely cares others, who is a great motivator and brings out the best in your employees. At Virgin we have found the best solution is to promote within whenever possible, that we know our managers' strengths very well and we can sure that they understand the brand. Then try to yourself redundant, and stay of the new manager's way.

Whether or your current manager continues to lead the company, you to find a way to defuse the tensions the past few months. It may be that you will find that you simply need to talk to a few of your people the transition and help them to understand what has changed and why. Or if you need reach more employees, consider a party to give them the opportunity to get to know the manager. Whatever your solution is, keep the message positive, and avoid hint of blame; everyone needs to focus on the road ahead.


Adapted from: entrepreneur.com, July 2, 2012.