When you’re an experienced manager and a new boss steps in, the dynamic can shift overnight. Suddenly, you’re navigating someone else’s expectations, communication style, and decision-making rhythm without a shared history to lean on.
For tech leaders, this moment is often overlooked. Your team still looks to you for direction. But now you’re also adjusting to a new chain of command - balancing loyalty upwards and downwards.
So how do you establish a strong working relationship without over-explaining yourself, losing momentum, or getting lost in the hierarchy?
1. Take Control of the First 1:1s
Don’t wait for your new boss to set the tone.
Schedule the first few 1:1s yourself. Come prepared with:
- A short team overview (strengths, current challenges, delivery pipeline).
- Your preferred ways of working (e.g. updates, Slack vs email, decisions vs debates).
- Questions to understand their priorities:
- “What’s your vision for the team?”
- “How do you prefer to receive updates?”
- “What does success look like to you in the next 90 days?”
This isn’t about putting on a show, it’s about owning your seat at the table and making alignment easier from day one.
2. Map Their Personality Type, Not Just Their Role
This isn’t just a new job title in your org chart. It’s a human being with preferences, blind spots, and internal drivers.
One client of mine used DISC to figure out their new boss was highly task-driven but low on people focus. That insight helped them translate team wins into metrics the boss cared about and reduced friction during retros.
NLP tools like meta programmes and parts mapping are also helpful here. Is your boss more away-from (risk-avoidant) or toward (goal-seeking)? Do they filter for structure or flexibility?
The more you observe, the easier it is to influence without friction.
3. Set the Emotional Tone Early
As the existing leader, you carry team trust. Your new boss doesn’t.
That makes you a bridge and also a barometer.
If you show signs of doubt or withdrawal, your team picks up on it. But if you model curiosity, collaboration, and a spirit of shared goals, you invite your boss into a healthier dynamic.
One manager I worked with framed it as:
“I want to make sure the team feels supported during this transition. What can I do to help you land well, and where should I step back?”
That one sentence created psychological safety both ways.
4. Document Agreements, Not Just Conversations
New leaders often change direction as they settle in. That’s normal.
So when you agree on expectations - KPIs, team autonomy, budget, priorities, etc - capture it in writing.
Send a follow-up like:
“Just summarising what we agreed in today’s chat: I’ll continue owning the delivery roadmap, and we’ll revisit team structure at the end of Q1. Let me know if I missed anything.”
This protects you and helps them build clarity. It also reduces unnecessary micromanagement.
5. Don’t Assume They Know Your Value
If your previous boss trusted you implicitly, you might be used to flying under the radar.
But a new boss doesn’t come with that context.
One of my clients shared: “I realised my new boss thought I was junior because I didn’t talk much in leadership syncs. So I started framing updates in terms of outcomes and impact, not just status.”
Use opportunities to connect the dots between your work and the bigger picture. Don’t wait to be invited - position yourself early.
Key Takeaway: You Can Lead Upward Too
Having a new boss is not just a moment of transition, it’s a strategic opportunity.
Handled well, it can:
- Elevate your role
- Strengthen your influence
- And build a new layer of trust across the org
If you’re feeling uncertain about how to manage this change, you’re not alone. These transitions can stir up imposter syndrome, power struggles, or just plain awkwardness.
But with the right mindset and tools, you can lead better from where you are.
💬 Ready for Support?
If you’re a tech manager navigating a leadership change, I can help you:
✅ Build trust with your new boss
✅ Lead your team with clarity and confidence
✅ Uncover and overcome people-leadership blind spots