Finding Your Footing
Getting off to a good start in a new role
We all want to get off to a good start in a new role, whether it be as CEO, an independent director, or a member of the executive team. You may not have given much thought to how to do this; many would agree that the best advice is just to be yourself. That’s great advice if you are someone who has had success in assimilating in the past but not so great if your assimilation experiences have taken longer or not gone as well as you would have liked. The early days of settling into a new position really do cast a long shadow as the people around you formulate impressions that are difficult to change. Human beings tend to formulate views about others quickly and then look for evidence that confirms their point of view rather than refutes it. That means, for example, that if you are someone who likes to study a situation for a long time before taking action that you shouldn’t be surprised if it is difficult to overcome the perception that you don’t display strong leadership. People are quick to rush to judgment. Given the importance of how you enter a new role, here are some tips to make it more likely that you will make a good first impression.
1. Talk out loud
You have a lot on your mind as you are taking on new responsibilities and it’s easy to get caught up in your own thoughts. Meanwhile, the real action is happening “out there”. It’s ok to be wrestling with important questions about where you should be concentrating your focus, spending your time, or which decisions should be made immediately, and which can wait. The suggestion is that you share what’s going on inside your head so that others have a better idea of where your attention is focused. If you keep your thoughts private, others will fill the silence with assumptions that may be way off base. Sharing your thoughts prevents this while also allowing others the opportunity to influence your thinking, which can help you become aware of factors that may be important to consider. By preventing early missteps, you build other’s confidence in your judgment more rapidly.
2. Be curious
Being curious helps you gain valuable information while reducing the chances that you will be viewed as a bull in a china shop. If you enter with a fully formulated plan of action and seek no input from others because you want to appear forceful and in command, you will teach people to stay out of your way even when you most need their guidance. Striking this authoritarian tone early on will set the rumor mill ablaze, spreading fear throughout the organization and igniting fear rather than support. While people may praise you to your face for leading a much-needed change, the talk at the water cooler may not be as positive.
Being curious on the other hand allows others to feel that they have an important place in your world. Nothing makes a person feel as valued as an important authority figure asking for their help in understanding something. Asking questions is therefore like handing out rewards. There’s no cost involved and there is the added benefit that you might learn something you really need to know.
3. Plan your entry strategy
It’s increasingly common for organizations to recognize the value of a carefully orchestrated onboarding process. Typically, the process will involve a series of meetings with key people, tours of some facilities, and the downloading of information to help you understand various systems and policies. That’s all good, but what are your goals for onboarding and what more might you want to do in addition to what has been planned for you?
The assimilation process can be broken into phases. There’s the first day, the first week, the first 90 days, the first six months and the first year. You should have goals for each of these phases rather than simply coasting along with whatever is happening. What do you want people to be saying about you at the end of the first day? Who should be saying these things? What do you want to know by the end of the first week? What do you want to achieve in your first 90 days? Six months is enough time for important stakeholders to judge the trajectory of your performance in the role. What do you need to clearly demonstrate and who needs to confirm that you are on the right track? After a year, you are ready for your first real performance review. Until then, you will have been given some grace because you were still getting to know the lay of the land. Now, it’s been long enough to know if you have figured things out or are still in the dark. The goals you set at the beginning of your tenure may have been renegotiated over the course of the year. If so, make certain that the people who are evaluating your performance know that.
Hopefully, you have been asking for feedback along the way, so the year-end discussion shouldn’t contain surprises. If you have fallen short of your aspirations, instead of thinking of excuses, be clear about the actions you will take to deal with the tougher-then-expected reality you are facing. You will usually be given a second chance to prove yourself but that depends on where you have fallen short. All the more reason to be clear at the start which goals are critically important to achieve and to make sure you have done all in your power to achieve them.
4. Get out of your office
The demands of the new role can be overwhelming. It’s tempting to spend long hours at your desk trying to manage it all the best you can. Of, if you are a board member, digging into materials that will better prepare you for discussions so you can make worthwhile contributions.
No matter how hard you work, it’s important to remember that relationships are important to your success. When you need support from others it’s easier to get it when you have spent time getting to know them. Arrange lunches or dinners with key people rather than just a quick video call. Take time to invest in the relationship so that the return on investment is there when you need it.
Tour locations and get to know people at all levels while you are there. Make time for them to interact informally with you so that people feel seen and heard. Travel with others to build deeper relationships with them as well as learning more about what they do. Show that you care and others will return the sentiment.
5. Employ a guide
When traversing new territory, it helps to have a guide who can show you the way. Find a person who can help you understand the topography and the dangers to avoid. This person can be one of your employees or, if you are on the board, a more experienced board member. Consult them frequently and share plans with them so that they can redirect you before you run into trouble.
Finding your footing is always a challenge but with the right preparation, processes and mindset, you can set the stage for your future success. Or you can just be yourself.