29 Nov 2018
How to get off to a flying start in your new job
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You’ve accepted the job offer, now it’s down to you to make an immediate impact in your new role.
Congratulations, you’ve got the job, and fully justified in feeling proud. Yet you don’t have the luxury of spending ages patting yourself on the back. A demanding role awaits and you need to be well-prepared to flourish from the very start.
It’s vital to get off on the right foot and make a positive impact from the outset. There’s plenty you’ll need to think about as you make the transition into a new organisation.
Insights from your interview
En route to being offered your role, you more than likely went through a stringent interview process and may well have completed a range of psychometric tests. If you were appointed through an executive search firm, arrange to meet with the Partner involved in your appointment.
He or she will have a keen insight into how you performed at the interview. Notably, the areas in which you most strongly impressed the panel, and conversely, the areas where the panel felt they had to compromise.
The search firm Partner should also be able to provide you with in-depth feedback from your psychometric tests. Utilise this valuable information when formulating your own personal development plan.
Set your own objectives
You will, of course, be given an official set of targets by your new employer. But you should also take some time to set out your own objectives within the role.
When drawing these up, factor in why you wanted to move in the first place and what future opportunities this new role presents.
You should also consider how you want to be perceived within the organisation. And how you might set about conveying that. What is the best way to get to know the team and wider organisation in detail? Should you be setting up one-to-one meetings? Arranging site visits?
Clarity regarding your Key Performance Indicators (KPIs) is essential. Make sure you agree upfront what in particular is expected from your appointment. Your targets should be clearly defined and measurable. Moreover, there should be no ambiguity with respect to the timeframe or time commitment involved for delivery.
Key people to know
Figure out who the key stakeholders are within the organisation. Take the trouble to understand their backgrounds, the manner in which their role interlinks with your own and how you might build constructive relationships with these influential people.
Also, spend time getting to know the team you’ve inherited. What are their strengths? In what areas do they need further support? What changes would you like to make? Are you up to tackle this on your own? Or would you benefit from external leadership consulting advice or personal coaching? It’s an area where we can certainly help and offer advice.
Your arrival in the role is a fresh beginning – a clean slate both for you and your team. Use meetings as an opportunity for mindful listening. Hear what is being said and listen carefully for the nuances. Then think about what you’ve heard and how it impacts upon your ability to deliver. Act only once you’ve thought through the consequences.
As leadership author Tony Robbins puts it, “stay committed to your decisions but stay flexible in your approach.”
Good luck in your new role. But if you put our tips in this piece into practice, chances are you won’t need it.
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