- BUILD YOUR NEW NETWORK.
Who are the new key players? Remember that key players can include opinion and thought leaders of any rank in the organization. Position yourself to meet them. Set the foundation for future relationships in your first few weeks. Attend meetings where those people are present, and listen actively. Present yourself as receptive and interested, and find out as much as possible about the organization. Offer your future assistance, but be careful not to over commit yourself.
- ESTABLISH YOUR ROLE.
Early on, make your new role clear to others in the organization. While the ability to manage ambiguity is essential, especially for executives, the clarity of your own role is central to your success. Meet with your boss to outline the role you'd like to play within the organization, including some room to stretch your skills. By clearly defining your role, you will be better able to establish credibility in your initial meetings with others.
- GET THE TOOLS AND PEOPLE YOU NEED TO BE EFFECTIVE.
I've heard stories about 'camping out' waiting for the basics like suitable workspace, a computer with up-to-date programs, a printer, a telephone, internet access, email and administrative support. Don't take for granted that your new organization will provide you with those necessities in advance of your arrival. Check beforehand, if possible, to ensure that you'll have all you need. If this is a stretch assignment or one with difficult challenges, consider working with an executive coach. A good coach can help identify and maximize your opportunities for success.
- DISCOVER THE LOCAL CULTURE, AND WORK TO FIT IN.
This seems like a no-brainer, however, many a new and zealous leader has failed to recognize and fit in to the new culture - with disastrous consequences. Organizations are comprised of many cultural facets. Each company and profession has its own culture. For example, there is a 'culture of Engineers' which is very distinct from the cultures of HR, Finance, Sales or Marketing professionals. In addition, there are other cultures including ethnic, religious and gender. If your transition occurred because of a merger or acquisition, it doesn't matter if you're in a corporate environment, a startup, a law firm, or a hospital. Each organization will have new and different ways of operating, varying levels of formalities, established expectations and assumptions about how a person in your position should act. Use your first few weeks to uncover that culture and work to get a feel for it. For merger situations in particular, a culture assessment can identify the friction points and provide guidance about how to retain the best of both cultures.
- BE VISIBLE AND LISTEN.
Don't underestimate the importance of visibility and listening. People will be curious about you and what you'll be doing. Let everyone on your team know that you are approachable. Find out what they need from you to accomplish their objectives. Clarify what you need from them. Correct misconceptions. Go out and meet people. Learn what they do and what they have to say. Your transition will have significant impact on you, and also your team, the organization and the bottom line. If your transition occurred during a period of downsizing, a merger or other major change, recognize the need to lead through such emotional situations. Honestly explore your own reactions and responses. Build and support an atmosphere of trust.
- UNDER PROMISE, OVER DELIVER.
As you undertake your new responsibilities, avoid taking on more than you can handle. If you are networking, establishing your role, getting your equipment and materials, assimilating to the local culture, and remaining visible, you should have enough work to keep you busy! In addition, your boss will undoubtedly have some start-up projects for you. Because no one knows what to expect of you, it's better to dazzle your new colleagues and boss by doing more without having promised it than to renege on commitments because you're trying to do too much.
- REMEMBER THAT CONTEXT IS EVERYTHING.
Have you ever heard someone say, "At my old job, we did...." That was then; this is now. Although it's tempting to reflect on your success in your previous position, now is the time to concentrate on your new role. Stories out of context about how you approached business in your previous situation may be greeted with silent groans, so it's best not to offer aid from that viewpoint. Of course, it's valuable to reflect on what did and didn't work in your previous role and to understand how those lessons might help in your new situation. However, when offering your ideas to others, it's better to keep them in a general context.
- BE FLEXIBLE.
Nothing is as constant as change. To succeed in your new role, you may have to alter your work habits or style. Your new boss isn't likely to have the same expectations as your former one. Harness change, model resilience and move ahead. If this is a stretch assignment or if you're facing difficult challenges, an executive coach can help you develop an action plan with measurable results linked to business objectives. Olympic athletes are the best of the best, and they rely on the outside perspective of a coach to keep them at the top.
- DON'T RUSH IN AND REARRANGE THE FURNITURE.
Use this time to determine needed changes, but don't act in haste. Some of the obvious 'problems' will undoubtedly be only symptoms of more important problems. By taking action too soon, you may actually make things worse. This is a good time to do an organizational assessment. When you are ready to take informed action, you will be solving a problem you didn't create!
- ENJOY THE HONEYMOON- IT WON'T LAST!
Undertaking a new role is exciting, but don't be surprised if you experience some spare time your first few weeks. Make the most of this time while it lasts. Use it to get acclimated as outlined above, because it won't be long before new projects fill your plate. When they do, you'll be positioned for success.
