Power Is Seized, Not Given

Most managers don't actually get the role by title first. The boss spots someone who can rally the team, then publicly legitimizes that authority—handing them the mandate.

For an external hire, the same test applies: can you control the room? If not, you're out quickly.

In plain terms, a appointment letter alone doesn't make you a commander. Those people already have their own leader in mind—they recognize the person, not the paper.

Complaining about your subordinates to the CEO is one of management's cardinal sins.
If your team has a thousand problems, that's something you handle behind closed doors.
But in public, you are one unit. Any mistake made by anyone in that team is your mistake as the department head.
You take it all on—you don't shift blame.
As for the frustration you feel? Take it home. You can reprimand, penalize, or bring in new people. That's your prerogative.
But never let outsiders see you passing the buck. If they hear that, they'll conclude you're unfit for the role anyway.

No one ever topples a boss by voicing dissatisfaction with them directly. It simply doesn't work.
The real move is straightforward: sidelining them. Take on the entire department's workload until they have nothing left to do.
Once the boss sees you're capable and the current leader is hollowed out, they'll be shifted elsewhere. No owner wants to keep paying for an empty position.

Don't attack the person—critique the current process and how it's affecting results, then offer concrete improvements. Don't dwell on what can't be done; focus on how to move forward despite existing obstacles.

Your boss cares about only one thing: can you lead the team and bring back the catch? Your subordinates care about only one thing: is there meat on the bone跟着 you?

If you want to get things done, you don't waste time being liked. If you want to solve problems, you don't have the luxury of debate.