The Exclusive Career Coach 309: Set Yourself up for Success in a New Role - at Any Experience Level
As most of you know, the first 90 days in a new job are critical for your long-term success – not only in that role, but for your future with the organization.
Today, I want to give you key steps you can take in those first 90 days to set yourself up for success.
Let’s start with an Individual Contributor role.
A primary focus from week 1 should be getting clear success metrics and priorities from your boss. This typically goes beyond the job description, although that’s a good starting point if you don’t already have one. If your boss doesn’t have success metrics and priorities prepared for you and can’t / won’t communicate them verbally, write your own and get your boss to sign off on them.
Another focus in the first 90 days is learning how your department works and interacts with other departments within the organization. How does work flow? Who does what? How does the work your department generates fit into the larger organization?
As part of this process, learn how to communicate with others in your department, especially your boss. Get a good understanding of the culture of your department and of the larger organization. Remember: there’s what is in writing and there’s what is actually happening – learn when people come to work and leave, how lunches and breaks work, and other day-to-day practicalities.
Your boss or a mentor within your department should be able to direct you to key stakeholders and peers outside your department that you need to get to know. Schedule 1:1s with them to introduce yourself and learn how you can work together most effectively.
Key words for this level: ALIGNMENT, ORIENTATION, COMMUNICATION
For a New Manager.
As with an Individual Contributor, it is important that you get a clear understanding of what you will be responsible for delivering and how your success will be measured. Get this in writing.
Schedule 1:1s with your direct reports and get to know their strengths, growth areas, communication and work styles, how they like to be rewarded, how best to deliver feedback, and their professional goals. This is THE major shift for you from an Individual Contributor role – the adjustment that the work you produce will now largely be through others. Their development is of paramount importance.
Learning about leadership is another critical component – read and learn about different leadership styles and determine what will work best for you. Remember to be authentically you as you adapt to this new role – if you try to be someone you aren’t, you will not be successful in the long run.
Develop your plan for the year and get alignment from your boss as to priorities, goals, and measures of success.
Key words for this level: ALIGNMENT, MANAGEMENT, LEADERSHIP
As a new Director or Senior Manager.
Once again, step one should be alignment of success measures and KPIs with your VP. Make sure you understand how these fit into your VP’s broader goals.
A key difference at this level is that your direct reports may also have direct reports. If they don’t, it is likely that one of your key goals is to mentor and coach them to become managers. Meet with your direct reports about goals, working styles, and key cultural norms for your area and make sure there is alignment with what they are saying and doing with their direct reports. Establish clear expectations and make sure they are doing the same.
You will be meeting regularly with others across the organization, so quickly begin to set up those meetings and establish those relationships.
You will be expected to regularly evaluate what is and isn’t working in your area, so make sure you are seeing and hearing what is going on. Get on top of issues quickly before they have a chance to fester and become cancerous.
You’ll likely be expected to create a long-term plan – possibly a 1-3-5-year plan. Create this, get insight and buy-in from your VP, and disseminate this information to your team and other key stakeholders.
Key words for this level: ALIGNMENT, INFLUENCE, STRATEGIC PLANNING
For a VP or C-Suite Executive.
Developing a vision and aligning your leadership team with that vision is a critical component at this level. You will be expected to do so with executive presence and compelling communication that elicits buy-in and engagement.
Once you have established your strategic initiatives, select 1-2 for quick wins. It is important for you and your team to have early victories. Pulling the lens out a bit further, communicate your 90 or 120 day and 1-year goals. Be sure to celebrate these wins!
Listening to employees at all levels is another critical element for you. Conduct a listening tour to not only listen, but to show your team their voices are important and will be heard. Gather information as to where gaps exist and develop a plan to address.
Develop a communication plan for your unit that is open and transparent, both internally and externally.
Key words for this level: ALIGNMENT, LEADERSHIP, COMMUNICATION
You may have noticed that a consistent element at each level is ALIGNMENT. What that looks like will differ at each level, but it is so important that you make sure your goals and priorities are in alignment with your boss and the larger organization.
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