If you rely too much on them giving you direction and introducing you to stakeholders, and they don’t have the time to, you’ll be left in limbo. Mistake #3 - Relying too much on your managerĪnother big mistake people make in a new job role is assuming it’s your manager's job to get you up to speed and to direct you. Instead, take the time to observe and be mindful, collect as much information as possible, be mindful of what you’re hearing from others, and base your opinions on observed behaviours. So again, making assumptions can be dangerous territory. This created the impression this person was supportive and a stronger member of the team, however, the manager was actually being undermined because they didn’t know that the new person also interviewed for the manager role, which then caused a lot of friction between them. The new person was quite extroverted and introduced themselves and made themselves known to the rest of the team. We’ve been part of a coaching situation where a manager made the mistake of making assumptions about a certain team member when they came on board. If you do this, your plan will almost reveal itself. Keeping a journal is a useful way of gaining a better understanding of your team because it gives you something to reflect on as the weeks go by. The antidote to this is to really pay attention and get to know your people. If you pay too much attention to what you’re being told, you’ll be looking out for it and will be biassed. It could be that your new boss has told you about certain characteristics or weaknesses in some of your team members, and therefore, what needs to change. But, if you’re new to a role, you should never make assumptions about your new team based on what you may have read or heard from other people. When it comes to being a good manager, or people leader, you need to have a good understanding of your team. Mistake #2 - Making assumptions about your team Getting a proper plan together before creating change is key to long-term success in a new role. Only then will you get a better sense of what is needed and you can start to make incremental changes within say, 60 days. Take the time to listen to your team, to listen to your key stakeholders, and even customers. So, what is the antidote? It’s simple: listen. What many people don’t realise when they make changes straight off the bat is that it can be dangerous territory, so we always encourage people not to do it. It’s actually a good opportunity to see what the current situation is and approach things with a fresh perspective, whether you’re completely new to the organisation or not. They say it takes up to 90 days to become inculturated into an organisation. When you’re new to a role, it's challenging to understand the underlying context and culture of an organisation. While they may get a “good” reputation for making things happen - and that may be the reason they were brought in - it’s not a long-term solution to achieving results. A lot of people tend to assume they should take action as soon as possible and so focus too much on short-term goals with quick wins. The first biggest mistake that people make in a new job role is that they create change straight away.
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