First, keep a low profile. During the hiring process, and probably in the late stages of it, you were exposed to top management, individuals with whom you may not have a close relationship on the job. At that time they were trying to hire you, so they rolled out the red carpet. Don't overdo your relationship with them, until you are involved with them on the job. Trying to play a role with them that is not realistic may turn them off, and it may antagonize people you have to deal with on a regular basis.
Second, while you are in the first few weeks of the job, try to sit down and talk at length with the key people your job relates to - obviously your boss, but also your key subordinates and peers to whom you relate in other parts of the company.
Try not to prejudge their needs. But ask a lot of questions about how your role relates to theirs and what kind of things you can do to help them. Try to get some understanding of the climate in which they operate, and also the climate in which solutions to problems are made. Find out what their ideas are on solutions to the problems. Be an alert listener and watch what you say. To point out that "this is the way we solved your problem at XYZ" is a fast way to lose rapport with your new associates. They will naturally think that the problems that exist at your new company are much different from those at XYZ, yet naturally what you did at XYZ in solving similar problems probably got you the job. But in most cases the persons you are talking to have thought of this solution. Maybe it has been tried and didn't work. Before you suggest any solution, try to find out what have been the real roadblocks and what is necessary to overcome them.
Third, be ready for surprises - there are bound to be some. There are subtle relationships in any organization that are inherent to it. Undoubtedly there were things you were not told which have an important bearing on your job and things you were told which you may have misunderstood. Be observant and perceptive on how the surprises are likely to affect you, and act accordingly.
Fourth, don't be nosy. In time you will learn the things you'll need to know. You'll learn more of them as you win the confidence of key people. Fifth, you may find yourself lacking technical knowledge of a function in your area. If it is important for you, and it involves expertise that you are not likely to be able to pick up as quickly as needed, hire a consultant.
Sixth, in general it makes sense to "play the game" as it exists in the organization. When you have established a strong power base, then you can deviate from that plan to the extent feasible. Your success on the job depends mainly on your relationship with your boss. A principal part of your efforts should be in satisfying his or her needs.
Analyze what they are (and the pressures your boss is subjected to) and try within the context of your responsibility to satisfy them. It's easy to get embroiled in what you are doing (that is, what you're interested in or what you think is needed) and lose perspective on the most important things you can do for your boss. Develop good communications - be sure what you are really doing is understood and that you are effectively carrying out his or her interests. Observe what your boss's hang-ups are - not only in dealings with you, but with others. Conduct yourself so that you aren't in conflict with them.
Wherever you go within the organization, you are your boss's representative - make sure you are a good one. On the other hand, you want to be cautious to not be completely identified with your boss, because his or her star may fall, and yours with it.
Outside offers
Other offers might emerge as a result of your campaign. What you do about them is a matter of judgment, timing, and how the new job is going. If an inquiry about a particularly attractive job comes up, it may make sense to consider it. Certainly don't reject it without one or two days' thought, because once rejected it is gone. Be extremely cautious in handling other job possibilities that appear right after you start a new job. The worst thing that could happen would be to lose your new job or to find yourself under a cloud in its early stages. Any indication that you're not satisfied at this time comes when you've established little permanent rapport, so you may not be given the benefit of the doubt.
Plan for the future
You have already seen that many of the skills developed in your job campaign are useful in getting acclimated to the job. Obviously many of these skills have just as much value in the long run.
After you have your job under control, start planning for the future. Decide where you would like to be 5 or 10 years hence.
Having decided on your goal, define the functional experience and skills you will probably need to attain it. Next analyze what you have to do to develop this experience and these skills. This development plan will consist of:
- Specific job experience that you need.
- The courses that you should take and seminars you should attend.
- The types of contacts you should try to make (for example, through trade associations).
- Reading what you should do.
Can a consultant speed up this learning process? What personal characteristics and skills particularly need strengthening? How can you best develop them?
Once you have determined the experience you want, lay out a program for getting it. Then implement this program with a carefully prepared schedule. To make your plan effective, periodically review your progress against it. Monthly, semiannual, and annual reviews should suffice. At the end of each year record your principal accomplishments, not only for the development plan but as basic material if and when you have to conduct another job campaign. And periodically update your resume.
The process of doing so will force you to evaluate your progress from a somewhat different stand point. It may also remind you of the key skills you are not currently using, but which can some way be used.
