Management Tip of the Day: 3 People to Talk to When You're New on the Job

 

Are you having trouble viewing this email? If so, click here to see it in a web browser.

July 11, 2013 3 People to Talk to When You’re New on the Job When you start at a new company, there is so much new information that it's difficult to know where to focus. Here are three important sources you don't want to overlook: Frontline employees. People who develop and manufacture products or deliver services can familiarize you with the organization's basic processes and relationships with key customers. Integrators. Colleagues who coordinate interaction across functions (think project or plant managers) can tell you how different areas mesh—or don't. They can shed light on the true political hierarchies. Natural historians. Keep an eye out for "old-timers" who have been with the firm for a long time. They'll be able to teach you about the company's mythology and the roots of its culture. Adapted from The First 90 Days, Updated and Expanded.

PREVIOUS TIPS How to Handle an Abusive Client Train Your Tired Brain Avoid Unfriendly Office Competition Deliver Negative Feedback with Care To Influence Others, Listen to Them Use Social Media in Your Next Presentation

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store » Download on Google Play »

FEATURED PRODUCT The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter HBR Press Books Transitions are a critical time for leaders. In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today's increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs. By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You'll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation. Whether you're starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide. Buy It Now

ADVERTISEMENT

HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)