| p>Congratulations - you got the job. | | | | Take notes. You'll want to incorporate at least some |
| Uh... now what? | | | | of their ideas into what you ultimately do. |
| These days, employers expect new employees to | | | | By staying alert, you'll learn: |
| "hit the ground running," especially new management | | | | - How open they are to you and to what you want |
| and executive employees. With your enthusiasm for | | | | to do. Watch the body language, tone of voice, and |
| taking on this new challenge, it's tempting to bounce | | | | word choice carefully. What they say may appear |
| into work and start making suggestions, planning | | | | supportive, but there can be other clues that they |
| projects, shaking things up, creating change. | | | | have doubts, hidden resentments, or just plain fears. |
| You may even think this is what you were hired to | | | | - What really bugs them - and how you can help. |
| do. After all, in the interview they asked questions | | | | - Whether they're social communicators (needing |
| about self-starting, initiative, new ideas - right? | | | | some small talk before getting down to work), or all |
| Well... maybe. And then again, maybe not. | | | | business, all the time. |
| Job descriptions and interviews - particularly if the | | | | - If they prefer phone, face-to-face, or email for |
| position itself is newly-created - are at least partially | | | | ongoing communication. (You don't have to detect |
| fantasy. When the hiring manager wrote the job | | | | this: just ask. People are usually surprised and pleased |
| description, he took a short-lived trip to utopia. When | | | | to be asked.) |
| she interviewed you, she painted the company and | | | | Involve others throughout |
| the position in the best possible light. What would the | | | | After you've formulated your plan, go back and talk |
| perfect world look like? | | | | with all the key players again. Present the plan as a |
| Now that you're on staff, it's no longer fantasy-land. | | | | draft, not a finished product. Point out where you |
| Utopias don't exist. Welcome to the real world. | | | | incorporated their suggestions, answered their |
| And in the real world, people are territorial, easily | | | | concerns, supported their needs. Ask them if they |
| offended, afraid of change, and potentially unwilling to | | | | have more ideas for you, or if new concerns have |
| admit that an outsider - that would be you - could | | | | surfaced. |
| possibly understand what's really going on. | | | | Be aware of your tone when you ask. You aren't, of |
| So even if you were hired to shake things up - even | | | | course, being helpless or incapable. You are being |
| if the hiring manager specifically said so during your | | | | strong and mature enough to ask for feedback and |
| interviews - be careful and be alert. It's all too easy | | | | input. |
| to tread on toes, and those toes can turn and kick | | | | It can be difficult, especially when you're new on the |
| you. | | | | job and wanting to make a good impression, to lay |
| Here are four ways to ease into your new position | | | | yourself open to this kind of feedback. The rewards |
| with sensitivity, so you can do what you were hired | | | | are worth it, though. You'll get: |
| to do without unpleasant surprises - for you or your | | | | - Real buy-in, because they'll feel heard, understood, |
| new co-workers. | | | | and responded to. |
| Be a detective | | | | - A better end result, because it will incorporate lots |
| Yes, you've got great ideas and great experience. | | | | of ideas from lots of people and address the needs |
| Yes, you were hired for those ideas and experience. | | | | of multiple areas. |
| But before you present them, you must become | | | | - Much more complete and effective risk |
| someone who understands the corporate culture, the | | | | management, because you'll incorporate responses to |
| history of what you're working on, and the political | | | | the concerns of all areas, not just the concerns that |
| landscape. This includes: | | | | you can identify. (And let's face it: you are new, so |
| - What have they already tried? Why didn't it work? | | | | how could you know where all the risks lie?) |
| - What won't they try, no matter how good an idea | | | | Stay in touch |
| it is, because of anything from the boss's | | | | You've built a good internal network. Cultivate it. Stay |
| unreasonable opinions to the technical infrasatructure's | | | | in touch, keep people informed, even if they don't |
| limitations? | | | | seem to have an obvious need-to-know. You never |
| - Who is paying lip service to the project or area | | | | know who can help, whose support you'll need in the |
| you're working in, but secretly doesn't really support | | | | future, or how you can help them. |
| it? | | | | Provide status updates in positive ways. Report on |
| - What are the concerns of other teams or | | | | "key successes" rather than "key learnings." You may |
| departments? How does your new role impact them? | | | | be reporting the exact same information in either |
| Lunch a lot | | | | case, but the impression others receive is significantly |
| Get out and move around. Talk to people. As soon | | | | different when you phrase it differently. |
| as you start seeing who the key opinion-setters are | | | | Not just for newbies |
| (and they may not be the people with the obvious | | | | These suggestions apply whether you've been hired |
| titles), have lunch with them. Outside the office, not | | | | to work on a brand-new project, or whether you're |
| in the corporate lunchroom or cafeteria. | | | | replacing someone in an existing position. |
| One-on-one meetings with the people who can make | | | | They also apply if you're a long-term employee who's |
| or break your success are the best way to get to | | | | been promoted to a new area, leading a new |
| know who they are and understand their concerns | | | | initiative, creating a new department. |
| and needs. When you know their concerns and | | | | In fact, these suggestions are part of every smart |
| needs, you know how to get their support: by being | | | | professional's political toolbox. |
| clear about how you'll answer those concerns and | | | | "If a man will begin with certainties, he shall end in |
| support them in getting their needs fulfilled. | | | | doubts; but if he will be content to begin with doubts |
| Don't jump in with your ideas. Instead, ask a few | | | | he shall end in certainties." Sir Francis Bacon, |
| simple questions about what they think, and just | | | | 1561-1626, English philosopher, statesman, and |
| listen. You may or may not agree with them; that's | | | | essayist. |
| okay. Stay open-minded and ready to be surprised. | | | | |