New in the company? And immediately begins the first important meeting? Then you should go to the bathroom now, advises business coach Carmen Michaelis: Close the door, stand with your legs apart and tear your arms up with a smile, confident in victory - like a runner who breaks through the finish line with best time. Yeah! "Power-Posing" is one of the most important tips that Michaelis gives her clients when changing jobs: "It reduces stress hormones and gives confidence."
And stress brings a new beginning inevitably with it. As a newcomer, you need to find out as quickly as possible which unwritten laws apply in the company, where allies and opponents are located, where dangers lurk and which processes can help you or hinder your work. In the beginning, many new impressions storm you - and in between you have to find your role in the corporate sociotope.
You probably already had an in-depth look at the company before the job interview. Also watch out for channels like Facebook and Instagram, pictures and comments. The company website also helps: Learn who the most important people in the company are and what they look like. The history of the company with changes of ownership and leadership, mergers, restructuring shapes the internal culture. And your job? Who was your predecessor, why is not she there anymore - or was the position created completely new? Then it is important to know at whose behest (and to whom another structure might have been preferable).
Keep a log - and review the impressions after a few weeks
How do you best handle the first week? Doris Brenner, HR developer and career coach, advises to keep a logbook: "Keep your impressions: who does I like? Where's a process that I do not understand? Where does it seem to be intriguing? It's a good end to the day Writing down observations and thoughts In the beginning, it's a big problem that your head wears out in the evenings, so when you close the book, it's also a signal to yourself: Now I can let go. " After six to eight weeks you will see how things have developed - and what you should talk to again with whom.
What's the best way to get more unofficial information that is not in the onboarding guide, company principles, and quality management manuals? It may sound trivial, but just ask, Michaelis advises. Without fear of directness. "In your opinion, what should I help with in the first few weeks, what are your no-go's in this company, what do you have to do here to be quit?"
In meetings, you often have a targeted look around: Who exchanges looks with whom? Does anyone roll his eyes, grin to himself or cross his arms? This is how you recognize relationships. "The most important thing is your own openness, being active in reaching out to others - that's a debt to pay," says Brenner. "Keep yourself out of intrigues Make relationships on a good basis right from the start: You need help, but show that you want to support others as well, but do not let the butter go away You become a coffee maker! You have a job description - you insist on getting interesting assignments. " (How it can work, if things are not going well, you can read in our series about lousy job starts.)
What you should consider as a new leader
The first few days are particularly important when you take on responsibility for personnel: as the new boss, you are now setting the course for the success of your leadership. At the top of your agenda should be one-to-one interviews with each direct employee. Make transparent, as you will proceed, advises Michaelis: "This is not an open offer, but a clear message: I would like to have a one-to-one interview with each of you, it should take one hour." The new boss must be clear: "Relationship clarification goes before clarification." Before you rush into the subject context, you must first build a relationship. " Show interest and appreciation.
Also for executives: With open, direct questions you often get the best information. Ask the staff what is sacred to you - so you also recognize the obstacles that may need to be overcome, and can weigh the effort and benefits better. Ask what is going well and what should be improved. Do not make promises, listen to them first. "Also ask: What should I do to make myself really unpopular here?" Says Michaelis.
Do not let the dialogue break from the beginning: set up a feedback system early on, such as a jour fixe, where you can talk about the state of things and other goals together.