Phase 2: Clearing a Path
During days 45-60, it’s helpful to step back a bit and observe the interpersonal dynamics of your new company and workplace. No matter how autonomous you are in your job position, no one works in a vacuum. And if you’re part of an office or corporate team, your success is even more dependent on how you relate to the people around you.
When you enter a new work environment, it’s worth it to take the time to get to know the people who work around you: your boss, your colleagues, your team, and the people under your direction. Learn how they work, and make note of their communication styles. Make it clear that you want to be part of the team, and ask questions about work flow and communication within your direct group of influence. Identify potential trouble spots— like, “Well, Judy likes to hide those project files on her personal desktop, so no one else can mess them up,” or, “John never copies anyone on those e-mails. He just replies directly to the clients.” Consult with other staff members to learn more about personal and company priorities, ongoing projects, and any workplace dynamics which might impact how you get your own job done.
Here are some questions to ask yourself in this phase:
Phase 3: Milestones and Landmarks
By the time you’ve been in your new position for eight weeks or so, you should have a good grasp of your workplace dynamic. You’ve taken steps to streamline your own communication strategies and adapt them to the needs of your position and your team as a whole. Then, armed with this information, you can begin to establish concrete goals and standards based on the capabilities of your team and your own capabilities within that team environment.
With the help of your supervisor or team members, develop specific performance indicators that will help you create and sustain a standard of work you’re comfortable with. Look at which trends are ongoing, and which are project-related. Establish systems for delegating tasks, and checks and balances to prevent important information from slipping through the cracks (i.e., ask Judy to save those files on the server, where they belong). Where possible, make tactful suggestions as to how communication and planning might be improved within your team and the company at large.
Another key action in this phase is to set personal goals for yourself. Work with your boss to set up a six-month review. Establish milestones, and make note of your “landmarks”—the long-term goals you want to set your sights on. Develop strategies for reaching these smaller and larger goals, which may or may not be tied to monetary compensation. If your boss isn’t supportive, try to implement these strategies on your own. Even if no one else knows you have a personal plan in play, setting short-and long-term goals can keep you motivated, active, and engaged in your work long after your first ninety days are over.
Here are some questions to ask yourself in Phase 3:
With a strategy firmly in place, you can make your first ninety days on the job productive and effective, and ensure that the next phase of your work experience moves forward in a smooth and positive manner.
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, BLOG OR WEBSITE? Please do, as long as you include this complete blurb with it: Dawn Quesnel, CPCC, PCC, known as Coach DQ, is a professional coach, radio show host and workshop leader. Through the use of her B.R.I.D.G.E. programs she helps marketing, advertising, and creative entrepreneurs navigate career or business transition while maintaining a healthy career-life balance. Her core belief that you can accomplish anything you set your mind to, consistently leads clients to uncover hidden resources and strengths. B.R.I.D.G.E. the gap and accelerate your career so you can love your life now! Visit www.CareerLifeBalance.net or http://www.coachdq.com today or for more information email me.