So you’ve landed that great position. Congratulations! Now the real work begins. You are expected to understand your new environment. You are expected be successful in your new job. And, you have a plan.
Throughout the interview process, you have evaluated the employer’s situation (not just its strategy and performance) to understand what to expect if you join the company. You will have done as much up-front homework on the company as you could! You would have identified challenges to overcome. You would know where the company is in its lifecycle and the characteristics of that stage. You would learn as much as you could about its culture. You would have paid special attention to the signals. What is important around here? You would have explored the company mythology; who are the heroes? Does the company have an annual rewards and recognition program? What are the award categories? Who have been recent recipients? What was the genesis of the program?
You will know that an established, Fortune 500, Blue Chip company will likely be much more structured with rigid lines of communications. A turnaround or a start-up presents its own set of predictable circumstances. A company experiencing rapid growth will be more exciting, and fast-paced. Your background and experience are likely tomatch the environment you are joining.
You probably joined a startup or a turnaround. In these situations the culture is less clear, it may be forming or transforming. You remember the four stages of team-building? The forming–storming–norming–performing model of group developmentfirst proposed by Bruce Tuckman in 1965.
As we become more senior in our skills and experience, we are given credit for “knowing”…In fact, a standard interview question is “what will you do in the first 30, 60, 90, days after you join the company?” Or, where do you think you want to take this department? The requirements of your position notwithstanding the employment agreement and any other hiring information you received are nebulous. Large companies now have virtual self-help HR representatives…” ifyou have any questions, please call 1.800.HELP.ME” and they will give you the standard company information. As a senior manager joining the company, you are expected to know the inner workings (i.e., reporting systems) of the company when you first walk in the door. The larger the company, especially if you are publicly-traded, the more siloed the departments. Keep in mind, they ain’t talking to each other for the most part, as they are busy protecting their fiefdoms. The culture (it’s like learning a foreign language without a Rosetta Stone). The hierarchical structure can make or break you in the first 90-120 days because you never get a second chance to make a first impression. Do you report to someone local? If so, that is hugely useful. If not, you are subject to fragmented detail that can affect your success and outcome.
You need to have an advocate in your corner. Very important! Create a local network of management personnel who can help you as needed. You may be on-boarded by “locals” who do not report to your hiring manager. If your hiring manager does not have a close relationship with these on-boarders, you may not receive credit for your contributions to the company. Are they ready for you? E.g., if you are in a business development role, do they have a list of prospects they want you to pursue. If you have to create your own list from scratch, there goyour first 90 days of hitting the ground running. Are you a leader? For your team? Do you have skills to unite a group of people with competing egos? If not, take advantage of any internal training offered by the company or seek outside training. Be very clear about WHY “you” do what you do! You will need to be able to defend that every day in many ways.
Clients buy WHY you do what you do not WHAT you do. Regardless of the onboarding afforded you, always keep the image of how you want to be seen in the forefront of your mind. It will help you to create your own personal brand that will help you in the future to be known as a “_________________.” Leadership will brand you. Make sure you are the best original you can be, not a cheap imitation
Remember, the successful integration into the new company is your responsibility. You must take the initiative, even if your new employer has a structured onboarding program. You must know the pitfalls of starting a new job. You have experience and a body of knowledge to guide you. At this stage of your career, you should be able to anticipate when problems may occur. Build your network. Keep a diary. Evaluate your progress and make adjustments as necessary. Communicate, communicate, communicate. Be inquisitive.
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Jim Weber, President
New Century Dynamics Executive Search