Being promoted is the ultimate reward for our hard work. We feel exhilarated and affirmed that our career is on the right track. And, like the President, you get about 90-100 days to set the tone by which you will be defined in your new role. This is a perfect time to prove that whoever hired or promoted you made a great choice in doing so. And, many in your enviable situation have succumbed to what I call “transition derailers.”
Simply put, transition derailers are challenges that if not planned for and handled well, will negatively impact or “derail” otherwise successful transitions. In today’s blog I address three common derailers that you can plan for, and productively manage.
Derailer 1: Failure to begin your transition before the actual date that you begin your new role. Most of us assume that our new job begins on our “official” promotion or hire date. In actuality we usually have a period of time, sometimes as long as a month, to prepare and act in ways that create positive impressions.
Remedy: Think of your promotion or new job “clock” as beginning the day you accept your new role. Use this time before your official start date to reach out to new colleagues or customers to say that you are looking forward to working with them once you come aboard. Provided the logistics and timing (see cultural sensitivity below) make sense, you can also use this “pre-time” to set up your office and take care of logistical or administrative issues that do not have to occur on your official first day.
Derailer 2: Cultural insensitivity. Cultural insensitivity can be defined as acting or communicating in ways that are dismissive, condescending or perceived as “negative” of the organization’s culture, or “ways of doing things around here.”
Remedy: Recognize that those working in your organization have contributed to its culture over the time in which they have worked there. In some ways it is a part of them, for better or worse. You can assume that many people are extremely proud of the organization’s work environment and accomplishments. This is true even if you know there are better ways to do things. Sometimes we receive roles that are expressly meant to change the ways things are done. Even in this case, be careful to use tact and consideration in communications, formal and informal, around the ways things are done.
Derailer 3: Lack of clear expectations from your boss. You may be thinking to yourself “I don’t control this one, it’s up to my boss to give me their expectations.” While this may be true, it doesn’t change the fact that not knowing what success looks like in the eyes of your boss is a major transition derailer.
Remedy: Assume that it is your responsibility to clearly understand how your success will be measured. If your boss has not set aside time to review the most critical goals that need to be accomplished and challenges you need to overcome, then you would be well advised to take the initiative to make sure this happens. Having questions prepared in advance including: “From your perspective, what are the most important things for me to accomplish over the next 90 days?” and “How will you measure my success in this role?” will allow you to clearly understand your boss’ expectations.
Don’t let yourself get derailed during those precious first 90-100 days in your new role. You can influence and often control the key factors impacting your success! I look forward to hearing your reactions and comments about this month’s Practitioner’s Blog.
Be your best self today! Tad