Coming back from a long leave is not the same as starting a new role but it is also not a simple continuation. Teams evolve. Decisions get made. Context shifts. Even when things look familiar on the surface the underlying dynamics are often different.
The biggest risk for a returning manager is assuming continuity where there is none.
Rebuild Context Before You Reassert Direction
A lot has happened while you were away. New priorities. New constraints. New informal agreements that may not be documented anywhere. Before pushing new initiatives or correcting course ask yourself one simple question: Do I actually understand what changed and why?
A strong way to start your return is through intentional one on ones focused on context rather than performance. For example:
Are there any key decisions or agreements from the past few months that you think I should be aware of?
This does two things: it surfaces hidden context and it signals humility and trust. Both are essential if you want the team to be open with you again.
Do Not Assume Your Old Management Style Still Fits
Teams adapt in the absence of a manager. They often fill gaps. Someone may have stepped up. Decision making patterns may have changed. The level of autonomy might be different than before.
One of the most overlooked questions after a long leave is:
Is there anything you think I should do differently compared to before my leave considering how the team has evolved?
This question is powerful because it acknowledges that the system changed not just the people. It also creates space for feedback that employees would otherwise hesitate to give.
You are not asking for permission to lead. You are asking how to lead effectively in the current reality.
Be Explicit About Career Continuity
Long absences often create invisible career friction for team members. Feedback cycles pause. Goals lose momentum. Context about achievements gets diluted.
Even if you did a handoff before your leave assume that something was lost. Your responsibility as a returning manager is to actively restore that continuity. That means:
- Revisiting goals
- Clarifying growth areas
- Making sure you and your reports share the same understanding of their trajectory
Where possible do this transparently. If there was an interim manager or lead consider joint conversations to align perspectives and avoid silent mismatches in perception.
Clarity now prevents frustration later.
Normalize Awkwardness in the Name of Clarity
Conversations after a long absence can feel awkward. That is normal. Avoiding that awkwardness often leads to polite but shallow alignment which breaks under pressure later.
It is worth naming this explicitly with your team. Some of these conversations might feel uncomfortable but the goal is clarity and trust. Managers who do this well trade short term comfort for long term effectiveness.
Final Thought
Returning from a long leave is a leadership reset moment. Done poorly it creates confusion and quiet resistance. Done well it strengthens trust and accelerates the team.
The difference rarely comes from big decisions. It comes from the quality of your early conversations and the questions you choose to ask.
Context first. Adaptation second. Direction third.
