Thank Goodness It's Monday #295

 FIRST THINGS FIRST:

START OFF ON THE RIGHT FOOT

Remember your first day? Maybe first day at school … first day in a new neighborhood … first day at sleep-away camp … or the first day you drove by yourself … or the first serious date when you got to the end of the evening and wondered if you were going to share that first serious kiss?

Too many of us forget to remember the stress and strain of such new starts -- especially the “first” I’d like to focus on today:

First day on a new job. I’m hoping that many TGIM readers have been on the gainfully employed side of the equation during the recent tough economy.

But this Spring is full of new promise. So I’m going to couch this message in terms of how to do your part and assist others as they ease back into the ranks of the employed now that the outlook is brighter. And perhaps – if you’ve been among the actively working – there will be a bump up in your opportunity and responsibility that will qualify you for the label “new in a job” as well.

The sad truth: Some organizations go to great lengths to select the most qualified candidates when they need new people. Then they sit back and tend to let the new person sink or swim.

Unfortunate result: Many candidates who might have proven super contributors with just a little guidance get discouraged, produce disappointing results, and – dispirited and demoralized – quit or have to be let go.

So let’s rephrase the opening question and make it a specific --

TGIM ACTION IDEA: If you’re anywhere near a newly hired or newly promoted employee in the days ahead, remember your first day in a new job or new position. It’s traumatic to leave an old job (or a stretch of no job at all) and take on new challenges.

TGIM IDEA IN ACTION: Do unto and for these others as you wish others had done unto and for you in those new-on-the-job days. New employees (and newly promoted employees) need emotional adjustment and information to smooth the transition.

Proof positive: Surveys taken in even more prosperous times found many employees stayed in a job not because, as it was assumed, they were satisfied with their current employment status, but because they were fearful of exposing themselves to new challenges elsewhere.

It’s understandable. Any new person in a company has a lot to learn, no matter how experienced in the field. At the very minimum there are always special company procedures and unspoken customs, facts, policies – not to mention new names, faces and personalities. So those who do make a change are understandably nervous, a fact that their new bosses (you?) shouldn’t ignore.

Here are some TGIM TIPS for “breaking in” new coworkers the right way:

● Train new people. Obvious, right? But too often neglected.

Instructing the uninitiated in both ends of the on-the-job spectrum -- how to master the dullest parts of the workday and the most complex aspects of what a job comprises -- can be time-consuming and patience-trying. And many execs and supervisors would rather not be bothered going through the process. But routine isn’t routine until it’s been mastered. And until it’s mastered, it requires massive amounts of attention and effort.

Training and indoctrinating new employees at the outset is an investment that pays off many times over in better long-term performance and better working relationships. And it’s not just a “first job” need. Even higher echelon executive hires and specially skilled personnel deserve and will benefit by comprehensive company-wide orientation.

● Progress over perfection. New people often do things wrong. But if they’re expected to learn from their mistakes, they need to be informed of their errors. Encourage progress, while playing down mistakes.

On the other hand: Too much nitpicking at one time can be discouraging and shake the newbie’s confidence. So make a point to praise the things that are done right and considerately correct only one misstep at a time.

● Be a mentor. Assign a mentor. There’s nothing like an experienced guiding hand to help a stranger learn the ropes and feel at home – yours and/or trusted, skilled coworkers.

If only so much of your time can be spent with a new employee, assign one of your best people to shepherd the new person along. And make sure that all veteran employees understand that their responsibilities include being available to provide guidance. Then reinforce the lesson for the entire crew by making the initial new-person introduction yourself, stating specifically in his/her presence how the team stands ready to help.

● Don’t expect too much too soon. Don’t overwhelm the new hire or newly promoted employee with tough jobs right away. Let him or her gain confidence by succeeding in the early outings, mastering something that’s more easily mastered before being challenged with a more burdensome load.

Case in point: Sure, Suzie exhibits all the geeky tech skills you think the company needs to implement the business-winning website it longs for. That’s why you were willing to shell out considerable money for her service. But before she can do the best job, she needs to be familiar with and comfortable in her surroundings. Even if she’s done her pre-hire homework as an outsider, the digital world Suzie must create requires massive insight into an unfamiliar company culture … getting a handle on the customers themselves plus incorporating how settled-in flesh-and-blood sales pros and customer service reps and financial minds and top brass interact with themselves and the market.

So make haste slowly. Although you’re keen to have a kick-butt web presence a.s.a.p., don’t expect too much too soon. Otherwise you’re as likely to have a gorgeous disaster as a glorious success.

On the other hand:

● Capitalize on the fresh perspective of a new employee. Having modest expectations for new hires at the outset doesn’t preclude quickly taking advantage of new insights their newness might provide. They may well see things about the operation that others may have become blind to. They may have better approaches based on their past experiences. So --

Don’t try to indoctrinate people without seeing the merit of their fresh point of view. Remind “old timers” that “freshness” is one of the qualities the company expects to acquire with a new hire. All should be alert for that in the introductory encounters. Listen to learn and benefit. Don’t resent their “at my old place we did…” ideas out of hand.

In conclusion: People can become so familiar with the operation that they often forget they had to learn the ropes once. Take pains to get new employees accustomed to their new situation. Put them at ease; start off on the right foot to get the biggest long-term return for every penny and minute invested in a new hire or new promotion.

Now, about that first kiss …

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com   

P.S.  ““Effective leadership is putting first things first. Effective management is discipline, carrying it out.” The best-selling author Stephen R. Covey made that observation.