First Impression, How to Make Great

Q. I’ve been transferred to a new department and a new job—part of our downsizing efforts. It’s a good opportunity for me, and many of the people already know me. How do I get off to a fresh start—and set a tone that I’m a major contributor with management potential? —Fred M.

A. You’ve already taken a step in the right direction: thinking positively about a decision that wasn’t yours, and making the best of it. Companies value people who can be flexible with change, and still keep an enthusiastic commitment to the company.

Start with a review of your previous performance appraisals. List what previous bosses have seen as your good points, and any behaviors they suggested you might change, or skills you should develop further. Especially look for similar patterns of feedback from different bosses. If several supervisors are saying similar things, it’s probably an accurate picture of the skills and attitudes you bring to a job. Make two lists: “Qualities /Behaviors to Keep/Improve—and another, “Opportunities/Potential for Growth.” (Isn’t that a great way to look at flaws?)

Make An Action Plan

But items on lists don’t mean much until you create action plans to do something with them. So, for each quality or behavior on your list, choose one or two actions you can

take that will either eliminate any negatives or enhance the positives. Set specific, measurable goals for each positive behavior you want to enhance, and for each growth opportunity you want to develop. Include a target date.

For example, if you’ve been told that you tend to miss deadlines or arrive late at meetings. You might set a goal of meeting every deadline a day ahead of schedule, and arriving at each meeting at least five minutes early. Commit to making this part of your everyday behavior immediately, and set a target date for achieving your goal two weeks away. A good way to measure results: Look for at least one person to say something positive about your new behavior within the two weeks.

What Does Your Boss Expect?

The first time you meet with your new boss, ask for a written job description. Say something like, “I want to commit to outstanding performance in this new opportunity for me. What does that mean to you, and what would you recommend I do to make that happen?” Ask for specifics on how you can help your boss reach his or her goals. Ask to meet at least once a month to check on how you’re doing, and get feedback on how well your last four weeks’ performance related to your job responsibilities and goals.

With your job description in front of you, set measurable goals, action steps, and deadlines to complete each task expected of you—and identify any observable measures that can document your success. Ask your boss to review this and give you feedback—to make sure you’re on the right track.

Get to Know Everyone

Make it a point to introduce yourself to everyone you’ll work with on the new job, and keep notes on what they say is important to them. Ask them for suggestions on how you can perform well and support them and others in the department.

Develop a plan to network both within and outside the department. But make sure the people you network with are successful achievers, and have the same goals and values you do (Remember: “Birds of a feather...etc.”). You’ll soon spot those who have mediocre standards or goals. They’ll say things like, “It looks like you’re a mover. Don’t worry; after awhile, you’ll settle back and ease off. That’s how we survive around here.” Avoid these people. (If you owned this company, you wouldn’t want them working for you, would you?)

Grow in the Job

Identify ways you can continue to grow in the job—read trade journals; set aside time for training opportunities (check your Human Resources Department and the Internet for on-line development opportunities.) Look for projects you can take on that will help you to grow in the job as well as make a positive contribution to your department’s success. Get on committees, teams, and task forces that are on the cutting edge of your product or service. Each Friday, give your boss a short, weekly summary of what you’ve accomplished, and your priorities for the following week. You might say, “No need to respond if I’m on track. At the same time, I’d value any suggestions.”

Finally, stay positive and upbeat, even when things get tough. Project the image you want people to see: someone who’s a team player, who makes things happen, who’s a leader to be respected and valued. Let others project negative images of watching things happen, stopping them from happening, or not knowing what’s happening.