In a previous piece, Sara Good, Learning Design Consultant at OnTrack International, looked at what HR and L&D executives should do when in a new role to make a great first impression. Here, she explains what professionals can do before they start.
First impressions count. When L&D and training professionals start a new role, they need the first three months to go well. Even the most self-assured professionals can feel the pressure during this time.
But how can executives ensure they hit the ground running while taking the time to understand the new organisation and its people without ruffling too many feathers?
Having interviewed hundreds of L&D executives new to their roles over the years, there are several steps they can take.
Preparation should begin before stepping into the new role. Once in role, the focus should shift to listening, learning and prioritising.
Revisit interview notes
The interview process often provides a treasure chest of information about the job requirements and expectations. Itās essential to revisit these notes and compile a list of questions or areas of interest. This list will serve as a foundation for an executiveās initial strategy.
L&D professionals should address any disagreements or ambiguities regarding the scope or details of the role upfront. Their fresh perspective might spark valuable conversations and insights. Additionally, ensure that there is clarity about what the organisation and its senior leadersā expectations. Clear expectations provide focus and build confidence.
Get an inside view
Connecting with someone inside the business can help L&D professionals better understand the organisation and role. Understanding the department’s and leadersā goals is key to aligning efforts with the broader organisational objectives.
In some circumstances, it may be possible to meet the previous incumbent, which is a great opportunity.
If executives canāt do this, it is helpful to talk to another employee. If professionals are joining a large organisation and have a good network on LinkedIn, for example, there is a good chance they will be able to find a friendly person with whom to talk. It is valuable, so the investment is worthwhile. It does not need to be formal, even a casual coffee chat can provide valuable insights.
Research, research, research
A wealth of information is available on company websites, so take the opportunity to understand what it says about the business, its products or services, typical customers or clients and locations.
Read everything and take time to analyse it. Meeting notes are often available and financial accounts are easily accessible. Build on the research you did in preparation for the interview process.
With the background research complete, L&D professionals will be ready to join. But once they have started, what should they do? There are a few general principles.
Look, listen and learn
Taking time to look, listen and learn will set L&D executives up for success and give others a good impression.
New joiners will need to ask lots of questions. There is an acceptable honeymoon period in a new job when it is okay to ask questions. Often, the most basic questions are the best. So, L&D and training professionals should consider what they need to know and learn.
Moreover, to demonstrate listening and learning, it is good practice to summarise and ask additional questions about the information received. By doing so, L&D executives are making it clear to co-workers that they have understood the information provided.
Last, new joiners should set objectives. Split the first three months into three parts with separate goals. This approach can help to make sure professionals see specific progress each month.
The box one trap
New joiners should remain aware of getting caught in the box one trap. This trap is derived from the time management box, where people only focus on important and urgent work.
Yes, such work is critical, and L&D executives cannot avoid it. However, if they cannot create time for important but not urgent tasks, they will never truly enable growth and unlock their potential.
These simple steps can help L&D and training professionals ensure their first three months are successful.
Sara Good is a Learning Design Consultant at OnTrack International
Contact us for more information.
