Your new C-suite leaders might be making things sound worse than they are. Here’s how to deal with it.

Your organization has just hired a new executive, and they immediately start bad-mouthing the systems you and your colleagues spent years building. You’re a little confused as to how this is meant to inspire your team to make things better. Are they just trying to lead by fear?

Possibly. But some leaders also think it’s in their best interest to bad-mouth their new company’s existing processes. There’s a somewhat perverse incentive for new executives to make the current state of affairs look bad. By making it look like the company is ablaze, they cast themselves as the hero who will make everything better.

If you still don’t follow, let’s pretend that you just joined a company as Vice President of Marketing. The previous VP (we’ll call him Tim) just left, and the company founders hope that you can do everything Tim could and more.

As you dive into the company’s marketing processes, you notice a few small problems and things you would have done differently. Even though the team’s process doesn’t actually look that bad, you decide to dramatize the problems to the founders. You do this for a few reasons:

1. You want to prove you’re worth your (very generous) salary.
2. You want to look like a savior. The executives didn’t know that (*gasp*) things were so bad. Thank goodness you’re there to save the day. And by looking like a savior, you also subtly reinforce the intelligence of the founders or executives who were smart enough to hire you, so it’s a win-win (well, except for Tim, that is).
3. If you make the current state of affairs look bad, people will give you more time to turn the ship around. Rather than expecting big changes in three to six months, they may give you nine months.
4. If you come in and say, “Everything is great,” the founders may wonder why they hired you. Are you really worth the money if you’re not going to make big improvements?
5. By pointing out someone else’s mistakes, you lift yourself above that person. It’s the business version of what happens daily on elementary school playgrounds.

By making it look like the company is ablaze, you set a lower bar for yourself.

The burning business bias

Unfortunately, I’ve watched this happen at multiple companies, and I’ve started calling it the “Burning Business Bias.”

The Burning Business Bias is the idea that it’s in the best interest of a new executive to make the company’s existing processes sound horrible — at least in the short term. The worse the current state of affairs, the better they’ll look later when everything (incrementally) improves.

I’ve also felt its allure personally. Twice in the past few years, I’ve joined companies as a member of the senior leadership team, and I realized it would be all too easy to disparage the company’s operations. I withstood the temptation because that kind of communication felt dishonest and manipulative, but I understand why some executives give in.

The problem with this mentality

First, let’s acknowledge that this entire mentality is super shady. It’s never okay to lie and manipulate. Doing the right thing should be reason enough for new leaders to avoid this tactic, but there are also self-serving reasons why people shouldn’t do it.

Anyone who uses this tactic may think they’re being clever, but they’re also creating subtle problems that will likely blow up in their face. It’s not difficult to see how this mindset encourages drama, backbiting, and hurt feelings.

Many employees from “Tim’s” old regime are probably still around. Some of them will still feel a sense of allegiance to their old boss, and they probably helped develop some of the programs and processes the newbie is bashing. Savvy company founders and senior executives will also see through this type of manipulative behavior.

How to react when you see this behavior

If you’re an individual contributor and your company just hired a new executive who’s lamenting the blazing fire they walked into, there are several things you can do:

1. Empathize with their motivations for making things seem so bad

As we’ve discussed, there are many reasons why a new leader may exaggerate problems. Try to empathize with them and do your best to see the world from their perspective. Leadership is difficult, and they’re stressed from stepping into this new role. Now, I’m not saying you should excuse the behavior, but it can be helpful to try and understand it.

2. Use the situation as a chance to self-reflect

There is also a possibility that the leader isn’t exaggerating and the team’s existing processes actually are that bad. If that’s the case, you can probably learn a lot from this person. If they’ve fixed similar problems at other struggling companies, they might be able to do the same at your company, and it’ll only benefit you in the long run.

3. Buckle up and get ready to embrace change

Whether or not the executive is exaggerating, they’ve been tasked to come in and make improvements. They’re paid to find new and better ways of doing things. That’s their job. Keep an open mind to any changes they suggest. Although change can be painful, in many instances, it’s necessary.

4. Recognize that the storm will pass

It’s frustrating to listen to someone disparage the work you’ve put in and the processes you’ve built. But if the executive is being genuine and is truly committed to making improvements, then this will get better.

And if they don’t? That executive will probably leave the company sooner than later.