The new role !

You know that feeling. The excitement of a new role. Your mind is in a whirl, thinking about how great this is going to be and where it might take you. Endless daydreaming about where this might lead, once you have signed the papers. And then you are a few weeks out before your start date. Excitement, nerves, some panic thrown in and possibly a few sleepless nights. What if they don’t like me? What if I get something wrong? What if I am not up to it and have taken on too much? What if I have made a mistake? Starting a new position, whether a different company, department, promotion or contract, is a daunting experience. Regardless of where you are in your career, the mix of exhilaration and worry that goes with this change, happens to all of us. I have watched new CEO’s with shaky hands and I have watched new leaders “fluff” their first presentation. Their worlds did not implode and this show of authenticity can be a powerful connector to a new team. We are all human! Being the new kid on the block, adjusting to new people, different ways of working and a different culture, all whilst trying to deliver on the role you have been employed to do, is hard. So why do we do it? Because it’s exciting, energising and it is taking us on a path to who knows where! Excitement aside, you do want to ensure that you start off in the most positive way you can. You cannot prepare for everything, however there are a number of things you can do to set yourself up for success.

• Understand the organisation. Dig a little. What is their history, their values, the strategy and the numbers. Understand the story and the pain points.
  

• Get to know the key people. Your leaders, your peer group and your team. Not just their role, what makes them tick. What are the personality types? What do they focus on in presentations and meetings? Are they a numbers person or focused on strategy? Do they like to be involved in everything or nothing? Are they protective of their patch or an inclusive problem solver. Are they detached or want to fix everything themselves. This will take time. Over your first month or so, observe, listen and build out your stakeholder map. This will be incredibly valuable in how you interact and build relationships with these critical people. Don't forget they will also be sizing you up and wanting to understand your drivers, for all the same reasons.
  

• How does your manager like to work? A weekly check in or summary of your activity? Do they want you to come to them where is a problem? Or is it everything for approval? Find out what works for them to create the comfort and trust that you are more than capable to deliver on, what you have been employed to do.
  

• Create your 90 day plan and break it down into months. Find those quick wins however try not to rush to solutions. First gain some understanding of the dynamics of the business, people and its culture. You are going to have to bring people along the journey. If you are in a contract or short term role, how can you achieve what needs to be delivered in a short period of time. What needs to be your focus to make a difference?
  

• You might immediately see many things that need to be fixed, however take a considered approach. One of the fastest way's to alienate your colleagues and even your boss is to point out all of the things that are wrong with their business, in your initial weeks. Ask questions, suggest things, involve others in fleshing out a thought you have, or something that you see might be of benefit. Many of the areas you see needing improvement may have already been identified. Don't make the assumption they have not.

There is a terrific book I have recommended to a few people over the past years The first 90 days by Michael D. Watkins. An easy, practical read, full of great advice. A worthy addition to your bookshelf.

Prepare, believe in what you know you are capable of and most of all be yourself. There is a reason you got the role and you will be amazing!