What’s the right way to behave at your new job?

What’s the right way to behave at your new job?

The right greeting will help make a good impression. Eye contact, a firm handshake, confidence, and a big smile are a recipe for success.

Look presentable

Studies show that we assess others within seconds of meeting them. A thoughtful image can help influence the opinions of new colleagues. Try to look presentable in your first few days on the job, even if the office isn’t strict about it. And then adapt as you get to know the office culture.

Keep a positive attitude

A good mood will help you make a good impression. On your first day at work, smile broadly and show that you’re excited about the opportunity. People will associate your positive attitude with your ability to work well.

Listen to others attentively

In the first weeks of work, it is important to absorb as much information as possible. Focus on listening and remembering. In the process, you’ll have questions – choose which ones are worth voicing and ask confidently. Otherwise, you risk appearing like someone who is trying to get as much attention as possible.

Take notes.

Write down everything you learn in the first week. Don’t rely solely on your memory. Try to attend all meetings and training sessions to learn more about the company and its culture. Revise your notes at the end of the day to reinforce what you have learned. This will help accelerate your adjustment to the new place.

Remember your colleagues’ names

If you’re not good at remembering names, now is the time to fix it. Try to have all of your colleagues’ names memorized by the end of the first week – this will help establish a personal rapport. If you know who you will be interacting with directly before you start work, find out their names beforehand.

If you can’t remember someone’s name, just apologize and ask again. The person will understand if you do it right away.

Take the initiative.

Most employers assign small projects to newcomers so as not to overwhelm them during the adjustment period. If you get some free time, ask for an extra task – it shows that you are willing to take the initiative. And employers love a proactive employee.

Get to know the company and what it’s like.

You may have gotten to know the employer before the interview, but don’t stop there. It’s a good time to become an expert on the subject: research the employee handbook, ask about volunteer opportunities, and read books about the company’s history.

Show commitment.

Even if you work on an hourly basis, try to stay a little longer than your normal shift. Manage your time effectively: arrive on time, work hard during the day, and don’t stay late during lunch. This will show your commitment to the company.

Avoid gossip and politics.

Stay away from gossip and talk about politics in the workplace – it can quickly ruin your reputation.

Become part of the team

Show loyalty to new colleagues, be honest and thank those who deserve it. Building trusting relationships is the key to success.

Demonstrate professionalism

There is nothing wrong with doing a few personal things during work hours. However, during your adaptation, try to keep it to a minimum. It would be frustrating if a supervisor caught you checking personal e-mail, making a phone call, or online shopping before you had even had a chance to establish yourself.

Be active and outgoing

Many companies organize events after work – this is a great opportunity to make friends with coworkers. Join them and show your personality. But stay within the bounds of decorum-one silly mistake can ruin your professional life.

Keep track of your accomplishments.

No one will do it for you. In the future, a list of personal accomplishments will help you get a promotion or a job at another company. And it’s best to start making it from day one at your new job.

Be thankful for your help.

If coworkers take time out of their day to help you adapt, show them how much you appreciate it. Thank them in person, write a thank you letter, bring them a cup of coffee and give them smiles. Appreciation will help you make a good impression, and you’re sure to be reciprocated.

Find a mentor

Choose a professional mentor among your colleagues. This will give you a great advantage. He or she can also introduce you to people in his or her circle – so you’ll expand your circle of acquaintances.

Plan your work activities

Develop a system to help you remember all your meetings, assignments, and projects. Set reminders, create a spreadsheet, or start a diary. The important thing is to get everything done on time.

Set goals

Make a list of goals that you can achieve in your new position. Figure out what is important to your employer and develop the skills you need to succeed. As your career progresses, your goals will change-it’s only natural. Make changes to your list every few months if necessary.

Interact with your direct supervisor

Regular meetings with your supervisor provide an opportunity to share progress, ask questions, and stay on top of tasks and deadlines. It also allows you to build rapport with him or her and show yourself as an employee who is willing to learn and grow.

Expand your environment

Grab every opportunity to meet new people in the company. Attend all meetings, conferences, trade shows and events. Introduce yourself to key players in your field and make yourself known. This will open up opportunities that you might not have been able to achieve otherwise.

Take your time to make demands.

Be grateful for any equipment the company has provided you with. Request new ones only after you have established yourself as a valued employee. If your coworkers have received any new equipment, however, try to approach the situation with care and respect. Otherwise, you may come across as demanding and ungrateful.

Don’t criticize your previous employer

As tempting as it may be to share horror stories from past jobs, you should not do so. The information could backfire on you if it gets to previous colleagues. In addition, new team members may think that you will do the same to them when you leave the company. So try to maintain good relationships.

Use your lunch time productively

Try to get to know your coworkers better during your break and invite them to join you for lunch. Don’t waste time snacking at your desk or running errands (unless they need to be run right away).

However, pay attention to the unspoken rules. Don’t interrupt those who are busy working on a project. Only address those who are resting during their lunch break.

Expose yourself as a person.

As you settle into your new position, tell your colleagues about your personal hobbies. Don’t forget to take an interest in their hobbies as well. This will help build stronger relationships.

Don’t take it personally.

The first week in a new job can be stressful. Try to remain professional. If a supervisor snaps at you, or someone makes a decision you don’t agree with, don’t take it personally. It’s better to focus on doing your best work. The results won’t be long in coming.

Where to start as an executive in a new job: 7 key actions

A new job is always stressful, even for an executive. And if you know a part of the team, a lot of things are still unknown and new: there is no clear understanding of how the current business processes are built, how the interaction is organized, what kind of relationship the employees had with the previous manager and the real reasons for his departure.

I will share the simple and important steps that will help to understand the environment in which to work, and organize work processes in a new team.

Sergey Shulga

Ex-HRD VKontakte, business consultant.

Step 1: Clearly define and agree your goals with your superiors

Request full information from your supervisor: what he really wants to get from you and your department, in what time frame and how the result will be measured.

It is better to clarify this before the first working day, because then you will be caught up in other processes and turnover – you will have time only for lunch, and not always. It will not be superfluous to find out why your predecessor did not perform his tasks. It is important to record the received information: in a letter or a chat.

This is necessary for the transparency of the relationship and the set tasks. It happens when the manager at the new job starts to ask things that were not discussed at the interview. Negativity on both sides escalates, leading to dismissal.

Unfortunately, these situations are becoming more and more common.

Step 2: Get to know the team

This is one of the most important steps – after all, you’ll be spending most of your day with these people.

In a new place, it’s important to have your first meeting with the team to get to know them. If the team is very large, consisting of several groups, you can have several meetings with different groups.

Talk briefly about yourself: how you came to this position and what upcoming events await the employees. If possible, have personal meetings with each team member as well: if the structure is large, you can limit yourself to managers and leaders of smaller teams.

Find out from each employee:

  • what tasks are being done;
  • what they like and dislike about their current work;
  • what the previous manager liked and did not like about their work;
  • what problems he or she sees in the team;
  • what difficulties he or she sees in the company as a whole;
  • what would be interesting to do in the future;
  • a little about themselves: what are their hobbies, what are they interested in outside work.

Such conversations help to better understand each team member, their strengths and weaknesses, – and what tasks can be delegated to each of the employees.

If such meetings are not held, the team will feel unnecessary: they will wait for instructions from above and act as rank-and-file performers, which is fraught with a decrease in efficiency and overall demotivation of the team.

Colleagues shared the case: the new head did not pay proper attention to familiarity with the team – began to distribute tasks at his discretion. The effectiveness and motivation of the staff fell. A large part of the team simply quit.

Step 3: Get to know the heads of the other departments

Get to know the structure of the company – it is important to understand the basic business processes that will take place under your supervision or with your involvement. Companies usually keep this information on corporate portals and other knowledge bases. However, examining documents will not give as deep a picture as face-to-face meetings with the heads of other departments. Thanks to such meetings you can analyze relations between departments, find informal connections and understand common goals.

It is also possible not to hold meetings, but then there is a risk that you will not receive important information – and it will be more difficult to implement joint projects in the future.

Conducting such meetings at my previous place of work in iConText Group, at the beginning I managed to find strained – and not obvious at first sight – relations between the teams, duplication of some processes. Which helped solve the problems promptly.

Step 4: Form a strategy

So you have gathered the necessary information:

  • what tasks your department faces, priorities;
  • what kind of team you have, its capabilities, growth areas;
  • what processes in the company, relationships between other departments, problem areas, how they relate to each other.

Now from the collected information you can form a strategy for your direction, highlighting the main and global objectives. Then divide them into goals and a step-by-step action plan: what needs to be done to achieve the goals.

Two steps are important in this step:

  1. Defend the strategy to management . Get approval to implement the outlined plan .
  2. Defend it to your team . Show the big picture of what’s going on, why these tasks need to be implemented, and where they should lead.

This way your team will feel involved in the common cause, will see the areas of growth and understanding of the company’s goals. Failure to understand the goals of the company, the overall strategy and the expediency of the tasks demotivates the employees.

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Step 5: Create a new department structure

Based on the newly formed strategy, you and your team have a detailed plan with tasks. You need to understand what resources you need to implement it, and what the new department structure will be:

  • which tasks need to be distributed among the current employees;
  • who from the team needs to be reassigned, if necessary to assign team leaders (based on their wishes and capabilities);
  • which specialists still need to be found.

By doing so, you redistribute the workload and give team members a chance to prove themselves. New tasks and assignments will energize the team.

If you distribute tasks between the team members at your discretion, there is a risk of overloading an employee or creating an orchestra man. Such employees can quickly burn out and leave.

Step 6: arrange regular meetings

If regular meetings have not already been introduced in the team before, you need to fix this ?

I recommend two effective meeting formats: weekly team status and one-on-one meetings. Then you can change or try other formats as you go along, depending on the team’s preference and the effectiveness of these meetings.

Weekly status.

Once a week hold a 30-minute meeting with the leaders of the teams, where everyone shares the status of the current tasks: what’s in the work, what’s done, what’s not, what gets in the way of work.

A great tool for making sure everyone understands the big picture of the department’s tasks and who is currently doing what.

One-on-one meetings

Every two weeks the manager and an employee have a one-to-one meeting where all the nagged problems are discussed, what tasks are liked or not, in what direction the employee wants to develop. Such meetings help to identify burnout at the start and react in time.

Unfortunately, new managers do not always use these tools of communication with the team and, as a result, lose valuable employees. Someone starts to burn out, someone may not be satisfied with something and it has never been found out.

Step 7. Choose a unified task management system

Keeping all of your and your team’s tasks in your head or in the mail is difficult. You won’t be able to see the detailed history of the task, the stages of implementation, labor costs, and so on. It’s more effective to create structure and consistency for this. Choose a task management system that will record all of the team’s activity, responsibilities, deadlines.

There are a lot of such systems: YouGile, Asana, Pyrus, Wrike GanttPro and many others. In these services, it is very convenient to detail the overall strategy of the department and make a decomposition of tasks with distribution to employees. You can always track progress on specific tasks, see new comments and the participation of other people who are also connected to the implementation of the task.

So you and the whole team can see the whole process and recorded agreements, as well as any changes to projects or tasks. CRM systems are useful when scaling tasks and immersing new employees from other teams or departments.

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Conclusion

Of course, there are many more recommendations for getting into a manager’s position at a new workplace. But to begin with, it is important to start with the steps described above and focus on each of them, so that your first month of adaptation will go as effectively and smoothly as possible, both for the business and the new team.

Of course, some of the tasks will not begin to be solved immediately as you planned. Misunderstandings on the part of the team, failure to meet deadlines, the result may not be what you imagined, and many other things that are difficult to consider at the initial stage of managing a new team. It’s all about the human factor and new relationships. You are looking at the team the same way the team is looking at you, don’t forget that. The process will be built up gradually and you need to be ready for it.

It is important to remember that you manage a whole team, not employees individually. Form a professional team, develop managerial skills.

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