ORIENTATION: DO IT YOURSELF

Workplaces are still about people and how they relate to each other. But workplace relationships take time to develop and in this day of rapid change, time is as a premium. Therefore, connecting yourself to others as soon as you've joined the workforce is critical.

If you want to fit in fast and find job satisfaction quickly, you'll need to make a good impression. From the first day on the job establish your direction and demonstrate that your actions are appropriate for your position.

It is important to have a sense of belonging with the first three weeks. To be meaningful your orientation should contain three key elements:

1. The reason you were selected.
2. What coworkers can expect from you.
3. How your skills will add value to what's already in place.

Let your peers know that they do not have to hide the truth from you when a mistake is made or you fail to meet their expectations.

Your goal, then, is to emerge from the orientation process with a keen sense of purpose and a clear perspective of how you can make a positive contribution.

Note: The only thing that is measured or remembered is success.

V.O.R.

THE TRUTH ABOUT WHAT'S AHEAD

Full disclosure regarding the potential downside of what lies ahead exposes everyone to the truth about the difficulties they're about to face. More importantly, it triggers the search for new tools and new ways to make change happen. Lastly, it generates critical questions like:

• Are we missing something?
• What current resources are available?
• Whose help are we going to need?
• Who else needs to be involved?

Once these questions are answered people will offer suggestions for how to get it done better, cheaper, faster in the future.

You'll know when people are ready to change because their focus shifts from the past to the present with a view toward their future. They'll start posing task-based questions such as:

• How is what I'm doing next different from what I did before? 
• How much time do I have to figure out my new job?
• What will happen if I don't get it right?
• If I have questions, who do I go to for answers?

 These questions must be truthfully addressed before people will be ready to move forward. If answers aren't forthcoming, they won't risk aligning themselves with a potential failure.

Once there is acceptance and understanding all you have to do is keep those within your sphere of influence informed as deviations occur and praise them when they make the necessary adjustments.

Note: Prepare people for new ways of thinking before taking the next step.

V.O.R.

RESTORING FUNCTIONALITY FLOATS ALL BOATS

The higher the level of dysfunction the more people refer to each other in disparaging terms that spawn misunderstandings and mistrust. Thoughts turn to survival rather than success until someone with gumption accepts responsibility for restoring functionally.

If you're that someone, it will be helpful to keep two things in mind:

• High performers will figure out what improvements are needed and determine on their own how to make the necessary changes.  

• Low performers don't think about improvement, so don't expect them to give much constructive thought to changes. 

As tempting as it is to get rid of the "deadwood," be advised that when poor performers hear about performance upgrades, they immediately focus on staying afloat long enough to outlast the effort. 

This is not true for high performers because they have the confidence to look beyond their current position. They maintain an external network that keeps them abreast of opportunities.

That's why the roles and responsibilities of these "work horses" must be continuously upgraded and expanded. If their achievements are not recognized and rewarded, they will seek validation elsewhere.

Note: Research points to a chilling conclusion: dead wood floats.

V.O.R.

BE CAREFUL WHAT YOU ASK FOR

Consider carefully what it means to "show more initiative." Loosely defined terms like empowerment, delegation, accountability can also leave people confused and frustrated. To avoid misunderstanding use the following guidelines when discussing where to set the bar.

Wait for direction
Expecting people to do what they think is best is not always a good strategy when conditions are uncertain. It is better to have them wait for updated or accurate information before taking action.

Ask for direction
People should ask for direction whenever events don't unfold as previously discussed. Waiting for direction when faced with a situation that needs immediate attention is not a good for customer relations.

Suggest a direction
Those who provide the service know what to do when something isn't working. Their ideas won't be forthcoming unless they are encouraged to share their views and make suggestions.

Act and report immediately
Veterans are positioned to prevent things from getting worse or to improve upon the situation as they see fit. Authorized in advance to cope with issues, they report the results of their actions right away.

Act and report periodically
People know when a challenging situation has the potential for worsening if action is not taken on the spot. The results and outcomes of independent actions are recorded and later reported at regular meetings.

Act until redirected
Self-directed people are confident in their ability to negotiate agreements, overcome challenges and respond to deviations secure in the knowledge that they have support from above. 

Note: Don't ask for more initiative unless you're clear on how to use it.

V.O.R.