| Every new job, be it a promotion, a transfer, | | | | expectations between you and your "Universe |
| or a move to a new organization brings with | | | | At Work" are critical to success. The best |
| it a new set of challenges and opportunities. | | | | way to express expectations is as goals that |
| The one constant every new position brings is | | | | are consistent with and aligned with your |
| change - change in your Universe of People; | | | | organization's goals. No more than three to |
| change in the skills required to do the job; | | | | five at a time! And if your organization does |
| change in relationships with former peers, | | | | not have goals to align with, then set them |
| bosses, subordinates; change in | | | | up in your area of responsibility with |
| accountabilities; and change in how the | | | | visibility to your boss, peers and the people |
| assumptions and behaviors you have developed | | | | who report to you. |
| will work in this new situation. | | | | |
| | | | Key Four - You expect people to behave in |
| This article deals with people issues. | | | | certain ways, based on your attitudes, |
| Research clearly points to interpersonal | | | | behaviors and values. They expect you to |
| skills as the key to success. | | | | behave in certain ways - based on their |
| | | | attitudes, behaviors and values. You will all |
| The purpose of this article is to help you | | | | be disappointed to find that the behavior you |
| identify key relationship and behavior issues | | | | get is not what you expected. |
| you will face in your new position and how to | | | | |
| deal with them. | | | | Solution: Deal with results; every time you |
| | | | see a behavior that is not consistent with |
| Key One - How you establish your | | | | your own, reserve judgment and ask if it |
| relationship with your boss is critical - | | | | meets the needs and the goals of your |
| don't leave it to chance, or circumstances, | | | | organization. Remember, solutions can come in |
| or to your boss. Be proactive, and do not | | | | lots of different wrappers, if you let them. |
| assume you and your boss are on the same | | | | |
| wavelength - chances are you are not - and | | | | Key Five - The only behavior you can control |
| chances are neither of you are aware of that! | | | | is your own - if you think you can control |
| | | | the behavior of others you're either kidding |
| Solution: Write down the top three to five | | | | yourself or spending so much time looking |
| measurable things that you believe will | | | | over their shoulders that you cannot do your |
| create success in your position - then ask | | | | job! Since you can only control your own |
| your boss to do the same - then compare | | | | behavior, you can only influence the behavior |
| notes. Hint: agreement on two out of five | | | | of others through how you act. People tend to |
| when you first compare notes is fairly | | | | return what they observe they are getting. |
| typical! | | | | |
| | | | Solution: Realize that you will be treated |
| Key Two - Never assume the people that are | | | | the way you are perceived as treating others |
| working with you, for you or above you see | | | | - in 95% of the cases. There is an old saying |
| things the same way you do - because they | | | | " How you act shouts so loudly I cannot hear |
| don't. Every single person brings a set of | | | | what you are saying." Take advantage of the |
| skills, attitudes and behaviors different | | | | tools that are available that can give you a |
| from every other person, and they will see | | | | better understanding of yourself as the first |
| everything through their lens, and it is | | | | step toward more effective interactions with |
| different from yours. Perhaps not a lot | | | | others. |
| different, but even little differences can | | | | |
| result in big misunderstandings. | | | | A Bonus Key: When you start your new |
| | | | position, ask around and find out what |
| Solution: Changing the way people see things | | | | problems need to be fixed. If you ask, you |
| is very difficult. Creating a commonly | | | | will be amazed how quickly you will find an |
| understood set of results that all can | | | | opportunity to fix a problem of long standing |
| contribute to and identify with creates a | | | | while developing the trust and credibility |
| sense of unity and purpose and direction and | | | | that you need to succeed. And remember, the |
| alignment of effort that overcomes the | | | | highest form of personal security comes |
| perception differences. Goals create | | | | through your accomplishments. |
| understanding and direction and expectations. | | | | |
| | | | People relationship issues are the most |
| Key Three - Your expectations are different | | | | challenging issues you will face in your |
| from the expectations of your boss, your | | | | career. They are also the issues that can |
| staff, and the people that provide advice, | | | | provide the highest leverage and the most |
| counsel and support. | | | | opportunity to succeed. Work on building |
| | | | personal excellence in the people part of |
| Solution: Express your expectations and be | | | | your work - it has universal application for |
| ready to modify and negotiate them - clear | | | | you! |