Your First 90 Days
the more closure they create, the more energy they have available to accomplish those parts of the job that matter most.
Unfortunately, the odds often are stacked against a new employee’s success as job descriptions and interview banter might not reveal the less-desirable aspects of a position. Moreover, newly hired outsiders are unfamil- iar with organizational structure and office culture and might not have access to informal networks of infor- mation and communication. Transitions into a new position might be particularly problematic for people without profit-and-loss experience. By focusing on small details and building relationships vertically with bosses and direct reports — and horizontally with peers and external constituencies — new hires can learn the business, build credibility, and optimize their chances for success in the critical first 90 days.
EMAIL ETIQUETTE In today’s email-centric office, attentiveness to electron- ic communications is a good place to make a positive initial impression. A reasonable standard in profes- sional situations is to reply to all emails requiring an answer within 24 hours. Even a canned message such as, “Thanks for the note. I’ll get back to you with more details on this as soon as possible,” enhances your repu- tation with your new coworkers during the onboarding period, when small actions can have a disproportionate effect on reputation and results. Timely attention to email also avoids the trap of
having to manage unfinished or incomplete taskings that ultimately reduce our energy level and distract us from more important tasks. When things are finished — even very little things — we feel a sense of closure and a renewed sense of energy. Smart people know
78 MILITARY OFFICER MAY 2016
READING YOUR BOSS Another important issue during a job transition is determining how your new boss prefers to receive information. Regular and accurate information-flow might be the most important factor in determining your success in a new position. Joann Lublin, author of career-building features in The Wall Street Journal, reminds her readers that, “Successful communication requires adapting to your senior’s preferred method of receiving information. Some bosses hate to hear from the office during their commutes. Others resent repeated requests for one-minute get-togethers that instead last 40 minutes.” Moreover, it’s best not to rely exclusively on technol-
ogy for communicating with a senior. Research sug- gests that up to 80 percent of our interpersonal com- munication is based on nonverbal cues. Accordingly, a senior-subordinate relationship that relies too heavily on nonverbal communication might deprive a worker of important feedback. It’s also a good idea to periodi- cally update your boss’ preferences for staying in touch. Lublin suggests you could begin the conversation by asking, “What one thing would you change about how I’m communicating with you?”
KEYS TO SUCCESS A final point of emphasis for ensuring success during the critical first 90 days in a new position is demon- strating intellectual curiosity. Seek a range of opinions, and avoid lightning-fast decisions. Ask “what if” ques- tions to build knowledge, understand customers and competitors, and increase your credibility. And, if the first 90 days find you in a leadership role, be cautious of falling into the trap of being all-knowing and thinking what worked well in your last role certainly will work here. Care about the people who work for you, act in their best interest, and remember teams built around talent wear out. Teams built around teamwork improve throughout the season. —Capt. Jim Carman, USN (Ret), director, MOAA Transition Center
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