Navigating the return of ‘boomerang bosses’: How to ensure their smooth reintegration

When Michelle’s boss returned after working for a year at a competitor organisation, the team was divided. Some welcomed the familiarity of her leadership, while others resented the perceived disruption and favouritism that accompanied her return.

This scenario reflects a long-discussed workplace phenomenon ‘boomerang employees,’ which has now evolved to ‘boomerang bosses’. According to a global survey by SideHustles, 66% of employees in managerial roles are invited back by their former employers.

The prevalence of ‘boomerang bosses’: What’s driving this trend?

The concept of boomerang bosses, where former managers return to their previous organisations, remains significant in modern workplace dynamics. While not a new trend, it became more noticeable during the pandemic and has gained prominence as companies seek stability in times of uncertainty.

For instance, Howard Schultz returned to Starbucks as interim CEO in April 2022, following his previous tenures from 1986 to 2000 and 2008 to 2017. Similarly, Sergio Ermotti returned to UBS in April 2023 to oversee the acquisition of Credit Suisse. He had previously served as UBS' CEO from 2011 to 2020 and was brought back due to his successful track record in navigating the bank through the 2008 financial crisis.

Here are a few common reasons why companies invite former leaders:

• Comes with deep organisational knowledge: Returning leaders come equipped with a historical understanding of the company's culture, goals, and challenges. This familiarity allows them to hit the ground running and seamlessly reintegrate into the organisation.
• Brings new perspectives: Time spent in other organisations often exposes leaders to fresh ideas, strategies, and experiences. When they return, they can bring these new insights, enriching their leadership style and contributing to innovation.
• Reintroduces valuable relationship capital: Boomerang bosses bring valuable relationship capital back to the organisation. Having established trust and respect with employees during their previous tenure, they are able to reconnect with the workforce more seamlessly. This established rapport fosters loyalty and boosts morale, helping to ease the transition as they re-integrate into the company.
• Helps maintaining cultural stability: A returning leader can preserve or restore the company’s cultural ethos. Their prior experience within the organisation ensures they align with its core values, helping to maintain stability and continuity in leadership.
• Boosts employee confidence: Seeing a respected leader return can inspire employees, reinforcing the organisation's long-term vision and signalling confidence in its future. The return of a familiar, trusted leader can rally the team and enhance employee morale.

What are the potential challenges?

While there are clear advantages, boomerang bosses also pose unique challenges. Here are a few common ones:

• Resistance to change: Employees may struggle to adjust to the returning leader’s style, especially if it differs from what they’ve become accustomed to, potentially causing tension and disrupting team dynamics during the transition period.

• Misalignment with current needs: The returning boss may rely on past strategies that no longer suit the company’s present challenges or industry trends, leading to stagnation and slowing the company's ability to innovate or grow.
  
• Perceived favouritism: Employees who stayed with the company can feel resentful of the returning boss, questioning the fairness of the decision and feeling undervalued compared to those who left and were brought back, which could affect morale.

What can boomerang bosses do about it?

For a boomerang bosses, successfully navigating the challenges of their return involves the following thoughtful strategies:

• Engage in open conversations with new and old employees: Acknowledge the challenges and engage in open conversations with employees. By showing empathy and actively listening, the leader can address concerns and rebuild any trust that may have eroded during their absence.
  
• Focus on team collaboration instead of imposing old strategies: Rather than imposing old ways of working, a boomerang boss should focus on building a culture of collaboration. Involve employees in decision-making, encourage feedback, and create a shared vision that motivates everyone.
  
• Address perceptions of favouritism: Be mindful of how your return is perceived, especially by employees who have stayed throughout the transition. Actively demonstrate fairness by valuing all contributions equally, providing opportunities for everyone to succeed, and ensuring your decisions reflect inclusivity rather than preference.

What HR leaders can do

For HR leaders, this underscores the importance of carefully managing these transitions to balance the benefits of rehiring experienced leaders with the potential disruption to team dynamics. Here are a few actionable strategies:

• Promote inclusivity through open and transparent communication: Share the rationale for the rehiring decision, focusing on the returning leader’s accomplishments and the value they bring. Address any concerns openly and create opportunities for employees to ask questions.

• Celebrate the return: Host a casual welcome-back event to ease the leader’s transition. Later, organise a team meeting where the returning leader shares their vision and new insights. It will help create a positive work environment, further boosting other employees’ morale.
  
• Provide structured support: Develop a comprehensive reintegration plan for the returning leader, similar to onboarding a new hire. Provide an updated overview of team dynamics, organisational goals, and current strategies. Schedule regular check-ins to address challenges and ensure they acclimate effectively to the evolving workplace environment.
  
• Foster a culture of continuous feedback: Establish a feedback loop where employees can share their thoughts on the returning leader’s integration process. Regularly collect and act on feedback to ensure any concerns are addressed promptly, helping to maintain a positive and collaborative work culture.
  

Wrapping it up:

Boomerang bosses can be a strategic advantage for organisations if handled thoughtfully. Their blend of historical insight and external perspective offers a unique opportunity to navigate today’s dynamic business landscape.

To ensure a successful transition, boomerang bosses must focus on fostering trust, collaboration, and inclusivity, while HR leaders should manage the change by promoting transparency, celebrating the return, and offering continuous support. By navigating these complexities thoughtfully, organisations can harness the full potential of boomerang leaders and maintain a positive, unified team culture.