- and putting the goal-post where the ball is
Often when the regime changes, specifically for a company, there is supposed to be a process of handover. If there isn't much of that, it's assumed to be a time to start with a clean slate. What is interesting is that it's also a time for the most common and the easiest kind of corruption - being insincere with your work.
Don't get me wrong, I'm not saying humans are corrupt when they get a chance - I'm only, for now, saying that it is a possibility. Humans are known to optimize.
When you take over a new position at a new company, you'll rely on the existing employees, juniors and peers, to give you background. Some times there are too many changes in a short while in companies. Sometimes a few exits snowball into an avalanche. It is common to assume the ship is sinking when mice are seen jumping ship. And at those rare occasions, legacy is in the custody of very few people. Those few people can change the history if they want. It gets even more complex when the previous leadership is not contactable or hostile and no longer interested in your welfare.
What that leads to is an interesting phenomenon that I have heard mentioned across companies. The goal post can move now - to where the ball ends up. If profits are down and turnovers are high, you'd be told that's exactly what we set out to do. If an irrational decision was taken, it was taken by the previous leadership. People will come to you mentioning past promises made to them of promotions and raises.
Most new leaders pass - there's so much more to be done in the initial few months that the archaeology can wait. Some dig in only to get trapped in the mud of conflicting versions and unclear evidence. No one wants to start off doubting peers and juniors. I'm still wondering what is the best thing to do, and how....
