We will each hold an average of 12 different jobs in our lifetimes. This means that we will have many opportunities to adjust to how we fold into a new position.
With each move, we need to learn a lot about the company, work, and co-workers. At the same time, we need to demonstrate we have the background and expertise needed for the position. This can sometimes be a delicate balance of knowing when to lean back and when to lean in.
I found a quote from the book “The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter” that made me smile thinking of the extremes of transitions gone well….or not.
“Joining a new company is akin to an organ transplant — and you’re the new organ. If you’re not thoughtful in adapting to the new situation, you could end up being attacked by the organizational immune system and rejected.”
– Michael D. Watkins
My Story
To date, I’ve had 11 different roles. Five of the moves were to new teams, three involved new organizations, and all required learning new aspects of the business. The first 3-4 months represented the transition period, and some of the transitions went more smoothly than others.
My Perspective
Based on my experiences, I believe focusing on the four areas below can help create a smoother move.
Background – When starting something new, you have a lot to learn about the work, the team, possibly the client, and the organization. Spending time quietly learning and listening will give you the background you need. Along the way, respecting the experience of the team and their knowledge is important.
Bond – You aren’t just accepting a job but accepting a relationship with a new group of co-workers. Don’t spend all the time learning about the work. Get to know your teammates. Go to lunch or out for a coffee. Find common interests. Begin to build the trust needed to create a strong team.
Benefit – Sticking with “b’s”, this area is focused on doing work that supports others. Enable the team to start to see the benefits you bring to the team. Deepen trust with teammates by supporting them and providing benefit to the project. This doesn’t mean implementing something totally new. Show your benefit within the context of how the team operates now.
Behave – Depending on the company and team, there could be risks of gossip and/or office politics. Avoid engaging in these conversations. Perpetuating the problems that may already exist doesn’t help anyone. Instead, set the example for rising above politics and inspire the team to focus on creativity and the work.
Along the journey, you will start to see places where you can add value to the role. There will be plenty of time for that in the months and years ahead after you become a trusted team member.
Your Turn
What has your experience been with job transitions?
Do you have an approach you take when starting something new?
Would any of the ideas above be a helpful addition to your transition plans?