One of the most potentially damaging maladies affecting newly hired or newly promoted managers is "Change the World Syndrome," the urge to make changes simply to prove to a superior that the new manager is adding value within the area of new responsibility.  What makes this malady insidious is when change is done simply for change's sake, and well performing programs and workflows are dismantled in the process.

Part of the problem is the pressure to prove a decision right.  Hiring or promoting talent always is tough, because the success of that person is always linked with the person who made the initial hiring decision.  You need to see results for that justification and the newly hired or promoted person wants to deliver.  However, the problem is that before any meaningful contribution can occur, the new talent must absorb the nuances of the position and responsibilities.  And that usually takes a good four to six months.

Yes, four to six months.

You can't change what you don't know.  You can't dismantle what you don't understand.  Yet it happens all the time.  And when good programs are thrown out the window simply to prove a new manager is "doing" something, the ultimate losers are your organization, team members, and customers.

To prevent "Change the World Syndrome" from affecting your employee morale, customer satisfaction, and profitability, make sure you have clearly defined your expectations to the new manager.  Make sure you indicate your understanding of the time period required for their learning curve.  Make sure you have established clear goals and expectations.  make sure your new manager asks questions--enough questions--the right questions.  And most importantly, watch for signs of unilateral changes that are not warranted.

You both don't know what you don't know, so stay vigilant.