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