It’s a new year and maybe you have new prospects – a new job or a promotion on the horizon. Well, we want to help you get off tot the strongest start possible. In this episode of the 5 Leadership Questions podcast Todd Adkins, Jenni Catron, and I discuss what it takes to start a new position or a new job well. We ask the following questions.
- What is so important about getting off to a strong start as a new employee/leader?
- How can someone make a good first impression when starting a new position?
- What are some common mistakes people make when starting a new role or position?
- What are the significant differences between starting at different levels or in different kinds of organizations (Executive vs. Mid-level; Ministry vs. Business)?
- How long does someone have as the “new person” and how should they take advantage of that status?
“What does it look like for me to be authentically who I am?”
“Talking about your previous experience is not necessarily part of starting well. We want to know you want to be here.”
“You’re proving yourself in those first days.”
“Self awareness and understanding how people perceive you is increasingly so important for leaders.”
“Even in a leadership seat it’s normal to worry about ‘do they like me?’”
“Attack the job you have with vigor.”
“Come in with a learning posture, but don’t make somebody else do your job.”
“Show up on time.”
“Leaders set the pace.”
“Don’t assume you fully understand the culture.”
“People make the mistake of not finding out enough information before they start.”
“In the marketplace productivity is usually first. In ministry relationships tend to be first.”
“Your feelings don’t matter quite as much as doing good work, so do better work.”
“If you’re hired as an employee you’re really only worried about yourself. If you’re hired as a leader you’re worried about your job and connecting with everybody under you.”
“You get the space to ask the questions that might stir the culture in a good way.”
“A person in a new position’s aim should be to take full advantage of it for as short a time as possible.”
“Ask your boss for a 90-day review.”
“Take the initiative to seek feedback and clarity on expectations.”
“Speak into the expectations or else you’re subject to the tacit ones that already exist.”
The First 90 Days – Michael Watkins
Primal Leadership – Daniel Goleman, Richard Boyatzis, & Annie McKee