You’re walking into a classic “low-trust, low-accountability” situation. The instinct to fix both
quality and
attitude is right—but the order and method matter a lot. If you push too hard too early (e.g., “everyone back to office now”), you’ll get resistance instead of buy-in.
Here’s a practical way to approach it that actually works in messy teams:
1. Don’t start by fixing—start by diagnosing
Even if the team has a reputation, assume you’re missing context.
In your first 2–3 weeks:
- Do 1:1s with everyone (ask what’s working / not working)
- Sit in on workflows, reviews, meetings
- Look at actual outputs (not hearsay about “poor quality”)
Key questions:
- Is the issue skill, motivation, unclear standards, or weak management?
- Are they disengaged… or just unmanaged?
If you skip this step, you risk solving the wrong problem.
2. Set expectations early—but frame them as standards, not control
You want to reset the bar without sounding like “new boss = crackdown.”
Instead of:
Try:
Be very concrete:
- What does “good work” look like?
- What does “responsive” mean? (e.g., reply within X hours)
- What does ownership look like?
People often underperform because expectations were never explicit.
3. Fix structure before attitude
“Bad attitude” is often a symptom.
Put in:
- Clear deliverables and deadlines
- Visible tracking (kanban, weekly reviews, etc.)
- Regular check-ins (not micromanaging—just consistent cadence)
Once structure is in place:
- Slackers become visible
- Performers feel recognized
- Peer pressure starts working for you
4. On WFH vs office: yes, you can ask—but how you do it matters
If you come in saying:
You’ll lose credibility immediately.
Instead, position it as a
team reset + collaboration phase:
Why this works:
- It’s temporary, not a permanent mandate
- It’s tied to a purpose, not control
- It signals you’re building something, not policing
5. Build buy-in through involvement, not announcements
Instead of dictating everything:
- Ask the team: “What’s getting in the way of doing great work?”
- Co-create a few team norms (e.g., response times, review standards)
People support what they help create.
6. Deal with underperformance quietly, not publicly
There will be a few people who are genuinely coasting.
Don’t try to “fix culture” broadly first—handle individuals:
- Clear expectations
- Direct feedback
- Follow-through (this is where many managers fail)
If the worst 10–20% improves or exits, culture shifts fast.
7. Early wins matter more than big plans
Pick 1–2 visible improvements:
- Faster turnaround on something
- Cleaner deliverables
- Better stakeholder feedback
Then highlight it:
Momentum beats speeches.
Bottom line on your specific question
Yes—you
can ask for 2–3 days in office.
But don’t make it about:
Make it about:
- “We need tighter collaboration to raise our game”
