Trevor Lewington
Chief Executive Officer
Economic Development Lethbridge
How do you proceed when you’ve taken over a new team, only to find a lot of performance issues left behind by the old boss—who is a friend of your new boss? What if your instincts are telling you to take actions that you’re worried might offend your new colleagues? Trevor Lewington is one of three Executive Roundtable members we asked to share their strategies with us for taking on performance issues in a new team when it feels like the old manager still in the picture.
“There’s no need to risk being perceived as spraying herbicide on the whole workforce when a few surgical treatments may be all that’s needed to allow the team to flourish and bloom.”
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