Thursday, September 6, 2012, AM | 4 Comments
What does it take to succeed in a new job especially since about 35% of managers who change jobs fail in their new ones and either quit, or are asked to leave within 18 months? Most managers who blow it have fine technical skills in their respective fields, but stumble over the softer side.
They fail or never try to fit into the culture, navigating the political landscape, and forming the kinds of friendships that help get things done.
Failure to build strong relationships and teamwork with peers and especially with their superiors is considered the main reason for losing the job.
That’s why a new employee – whether promoted from within or new to the company – should do some of the toning to enhance their first 100 days on the job:
Developing relationships not only with your immediate supervisor but also with your senior and C-level executives to give you insight into the company’s politics and especially culture, which can mean the difference between success and failure.
By building relationships early on, new managers can help manage their superiors’ expectations and come to a mutual understanding about the goals and what is needed to accomplish them.
Go beyond the walls of your office
Get out and attend meetings with other departments, be on sales calls, and on to customer sites. You can boost your credibility by demonstrating your commitment to learning how the organization works.
Internal and external assessment
Get an independent assessment of your department and the relationship between yours and other groups. Seeking input of what works and what doesn’t from the your peers and other senior managers is certainly important.
However, keep in mind that some of the older managers may be biased. Also, bringing in outside experts to deliver the plain truth enables a manager to establish a baseline and develop long-term planning.
Finally, develop the plan
This plan, based on your internal and external assessments, should address the strengths and weaknesses of the current environment, make recommendations to improve performance and provide a schedule for implementation.
This is probably the most important step you can take to let the your superiors know about your plan and to gain their buy-in for the plan.
In a Nutshell
If you resist the urge to bury and cooped up in your office all day long and mingle and let your superiors know about what you are doing on a weekly basis, then you have successfully navigated the first 100 make-or-break days as a manager.
You will, then, have your department vision as well as the support environment in which to execute your plan.Facebook.com/doable.finance