The days of working for one organization for an entire career have become increasingly rare. Some of us after many years with one or more organizations have moved from leadership roles to supporting functions.
Some people make the transition look easy, and others struggle to redefine themselves for any number of reasons.
Any one of the following; change, fear, uncertainty, stress, anxiety, having comfort zones torn away, ego, respect, pride, income, and the loss of a sense of belonging or community can make the journey more difficult. For those of us who experience one or more of those symptoms, underlying all that baggage is a basic desire to be successful … again. A large portion includes an overwhelming need and/or desire to restore a self-image, self-confidence, and to continue to make a difference albeit in a new and different role.
For those who struggle, as I have, consider this a pathway of “lessons learned,” to transitioning and redefining what success looks like.
Organizations define success by their vision, not yours. For some, making this transition from senior leadership positions or even as owners, acknowledging this is very difficult. The sooner a person can appreciate this truth, the sooner they can move forward. The path forward begins by learning; learning about the new organization, its successes, its people; listening; and understanding. Only well into this process, should anyone even consider offering suggestions and solutions, and then, only when asked.
Don’t assume you understand. When given an assignment or task, ask questions, and clearly understand what objectives must be satisfied. Their people already have been through this process and understand inflection and unwritten rules, you don’t. It is too easy to misunderstand because you are new to your role. Your new organization will prefer that you ask for clarification, and it will help you immeasurably as you make the transition.
You are not a sage. As a person used to leading, an easy trap to fall into is making critiques about how your new organization works through the lens of your previous experience. Instead, learn, ask questions, make notes, and bite your tongue unless asked specifically for your opinion. Demonstrate you can understand them first, there will be time to offer opinions later. Unsolicited critiques only make enemies when you should be focused on connectivity, networking, and bridge-building. I understand that you want to contribute, be patient, the time will come.
Look after your mental and physical health. Struggling with a new organization is stressful. Many people compensate by working even harder. Instead, try harder to connect with your new co-workers, try not to worry, eat properly, exercise, and don’t so be intense. Learning to relax and allowing yourself time to adapt will be far more successful than working uphill.
Ready, aim, shoot. Part of learning mindfulness is ensuring that you make decisions well. Ask, “What are the facts, what are the alternatives, then offer solutions using as much time as is available. Too often new people rush their decisions and answers instead of taking the time allowed to make better responses. Many of us are used to making decisions, often rapidly, and usually very effectively. Remember though, your frame of reference is different now and, although valuable, your experience isn’t always helpful in a new environment. Focus on getting the facts, collaborate with your new co-workers, and offer your solutions when appropriate.
Don’t just tell people what you can do, show them. Having knowledge and experience is only helpful when it is applied, and only if applied in a way that is perceived as helpful and constructive. Appreciating the subtlety of this truism can make or break your path to success.
Learn the ground rules. Joining an organization that has a written team charter helps; however, whether they do or don’t, still listen, watch, and learn from everyone. Taking the time to learn what are operating or ground rules will only enhance your ability to make contributions, failing to do so, may actually jeopardize your future as part of the organization.
Ask who can help you. All organizations have a hierarchy. As a new person, it is important to respect the chain of command. Whenever assigned a task or assignment, ask specifically who you can ask for help or assistance on every task until you learn their rules of engagement.
Sticky Notes are your friend. A great way to stay organized is to use a visual tool like a Kanban* chart, (* there is a simple one on the title page). Break down work that can wait, work that is in progress, and work you have finished. Using your skills to prioritize assignments is vital, as is managing the number of “tasks in progress.” It is easy to get overwhelmed when trying to be helpful. Sticky notes and a big whiteboard can help to stay organized and to avoid missing a deadline or task.
Simply working hard is not enough. Work hard and collaborate and engage with everyone in your new organization. Taking and investing time to build positive relationships not only is the best way to build your reputation, but your future in the organization depends on it.
Deliver value early and often. This fundamental principle of agile project management is a basic recipe for success. As a new person, find ways to positively contribute and deliver value. Initially, the value may be small, but everything positive from the people in your new organization’s perspective will help build your reputation and their trust in you. Success will not happen if you ignore this lesson.
Effective and Efficient Communication. Learning what facts organizational leaders need is important when someone is learning a new supportive role. Always prepare clear and concise reports to be effective but learn by asking questions so you can provide just the right information at just the right time and communicate efficiently.
More on communication. When presenting, start at a high-level view, then proceed to low-level detail or in response to cues from your audience. Learn to have sufficient but not excessive documentation. Avoid overplanning and creating problems that didn’t previously exist. Always begin with simplicity and maximize the amount of work that shouldn’t be done to stay focused (i.e.. What is in the scope of the assignment, and what isn’t)
Expect resistance. Every organization has factions. Some people will want to retain the existing hierarchy and processes. Anticipate that not everyone will want to support you, and some may undermine or even sabotage you if you threaten the existing hierarchy.
Watch out for organizational intolerance. As a new person in a supporting role, it can be easy to become a lightning rod for people who are resistant to change. It is important to appreciate and acknowledge fears that people have about change. Even for yourself, be vigilant about your own inflexibility and blind spots. Regardless of your position and level in the organization avoid embarrassing anyone or causing them to lose face.
Lead but don’t direct. Try to gauge the pre-existing relationships of anyone you work with. Build your reputation, and facilitate instead of managing, particularly with a high-performing teammates.
Recognize frustration. When something isn’t working, appreciate the value of backing away or taking a break before trying again. Ask questions, ask for suggestions, build a network of people who are willing to help, and then approach the frustration again, with a fresh perspective.
Work in 25-minute time blocks. When faced with a near-vertical learning curve and I was overwhelmed. To manage the task of learning, I divided learning into “more-easily-swallowed” bites. I found by focusing for 25 minutes I could absorb the material faster. After each segment, I would work on another task, stop, and then reengage. I was able to cover more material and retain what I was learning better.
Bullets before cannon balls. With credit to author Jim Collins, when building your reputation, use “bullets before cannonballs.” Bullets are a low-risk and low-cost way to test ideas and concepts. If they fail the damage and cost to your reputation is small. After generating success with multiple bullets, then invest more resources and use a “cannonball.”
Avoid dumb mistakes. We all make mistakes, they happen; however, try to avoid the easily preventable ones. Proofread your communications using free tools like Grammarly or having someone else review your work. Additionally, always consider how other people might negatively perceive and react to your message.
Keep one foot outside your world. Be aware of your perspective. Regularly expose yourself to outside ideas and thoughts. Participate in webinars and other learning opportunities. It is too easy to become complacent about yourself, your skills, and your attitudes. Open-mindedness will help keep you grounded and only help your journey to defining and achieving success.
Remember autonomy and trust are earned. It is easy to forget. In previous positions, we can forget how long it took to earn the trust we enjoyed. Your new organization does not know you, which is one of the reasons it is so important to create a good reputation. Initially, your new leaders will ask and trust their existing staff over you. Always strive to build connections, especially with those whose opinions differ from yours. Understand that your opinions may be wrong, especially in the beginning.
Integrating into a new organization is difficult. If you are struggling, stand back and try to relax; it might seem counterintuitive, but it does work. Often the harder you push yourself, the further away from your goal you become. Back up a little, give yourself a little space, and follow these “learned lessons, “if you are like me, you will be amazed when things start to work. You will find success to be defined for you when you merge your experiences with your new organization rather than constantly seemingly to collide with theirs.
Good luck,
Paul.