YOU have just switched employers or taken on an entirely new role. Now you have to work with a new boss or even a team that is totally new to you.
You might have relocated to another country and culture. There are so many new demands even as you try to find a support system.
You might even be expected to hit the ground running and deliver your targets within a short period. How do you cope with all this and still make a successful transition?
Here are some tips to ease you into your new role:
Get an agreement on what’s achievable. Ensure that the parameters of your engagement are made very clear from day one to ensure that both you and your boss are very clear on what is achievable within your first 90 days.
Track your daily activities. Record them in a journal so that you can reflect with clarity at the end of each day what you did well and areas that you could have improved upon.
Spend time with your new colleagues. If you are working with a new team, try to “break bread with them”.
Each team is like a tribe and there are nuances that can make or break your ability to “gel” with them in a positive and productive manner. Try to fit in before standing out.
Building strong social capital from day one will help you to navigate the corporate maze with few missteps and mishaps. Get your balance right between moving too fast and moving too slow.
In an Asian context, remember that “face” is important.
It is wise to be tactful in all your dealings with your new colleagues.
Exercise humility and do not appear arrogant or boastful. Don’t boast about your past achievements — what counts is your present-day success.
When you have built up a high level of trust and openness among your new team members, then you may talk about successes in your former job, but only if it is necessary to justify a line of action you are seeking.
See where you can add value and create a niche for yourself within the team.
Use EQ. If you are a high achiever, use your emotional intelligence (EQ) — get to know who is “calling the shots” in your new team.
Once you have identified the person, try to get into his good books. Make that person your key centre of influence.
Try to understand the organisational DNA. If your company assigns you a mentor or adviser during your orientation or probation, see it as a great opportunity to learn as much as possible from him. Your mentor will help you to make a successful transition in your new role.
Seek clarity. During the onboarding process, ask questions to avoid making wrong assumptions about workplace efficiency and effectiveness.
Manage your time well. Your first three months carries the burden of time pressure and presents you with an intense learning curve.
Establish your work priorities on a daily/weekly/monthly basis so that you can manage your time better.
Set up your work goals and set realistic timelines to achieve them.
Be approachable. Make an effort to boost your “likeability quotient” so that you build strong bonds with your team members and new boss.
Harness your people skills. Energise your teammates by being an enthusiastic team player. Remember that although you are operating in a high-tech environment, it is important to have a high touch level too.
Practise these useful pieces of advice and look forward to a smooth and successful transition in your new organisation.