Articles abound about new managers who came in and mucked up things so bad they were fired before they ever got started. I recently came across this article about a new Today Show executive who was fired before his official start date. Why? According to the article he almost immediately created a culture of tension and animosity, may have leaked stories to the press, and engaged employees to talk about their coworkers’ performance. It’s almost like a trifecta of new manager fails.
It’s easy to pinpoint leadership failures, but similar screw-ups can lead anyone to get sacked or ostracized. The first two weeks on the job are critical for all employees. What you do with them will determine your success with that company and in your overall career. Here are a few common mistakes made in the first two weeks, and a few tips to make sure they don’t apply to you.
1. You talk too much.
This is the pot calling the kettle black, for sure – keeping my mouth shut has never been my strong suit (full disclosure – I’ve actually began to recite Mark Twain’s quote, “It’s better to keep your mouth shut and appear stupid than open it and remove all doubt” when I’m headed into a networking situation). But if you’re new on the job, your first job is to learn. For government contractors this can be a sticky wicket because you may, in fact, have been hired to clean up a situation or get a project rolling. But here’s a critical point to consider – your first two weeks and your last two weeks in a job matter more than the two (or ten) years in the middle. Why? Because first and last impressions stick. So keep your mouth shut as much as possible for your first two weeks on the job, give your boss and your co-workers the feeling you’re someone who knows how to listen, and then start blowing it up in meetings.
2. You gossip.
There’s a fine line between getting to know your coworkers and engaging in company gossip. As a new arrival you’re a neutral, and if there are existing cliques, camps or alliances, you’ll likely know it. Office politics can be brutal. Make sure you know your chain of command from day one – your immediate supervisor, any on-site government leaders or program managers, etc. If anyone attempts to engage you in conversations about previous company failures, or worse, talk about the personal lives of those you work with, see point one and make sure you keep YOUR mouth shut. If it’s really bad or pervasive, shut it down with a comment like, “I appreciate your taking the time to fill me in but since I’m new I’m trying to stay focused on my specific role. Thank you.” And walk away.
3. You overpromise.
If you’re a people pleaser, and if you’re a long-awaited hire within a particular organization, this one can be difficult. As you meet new people, if you’re lucky, your reputation will proceed you – they’ll know a bit about your background and may have great ideas about how you can help with a particular project. But for the first month or so it’s a good idea to hold off on engaging in much work outside your core mission. Like the manager who comes in to be a change-agent in a company, when the expectations are high the chance of failure is much higher. Be willing to help as many people as possible, but be honest about how that work may – or may not – fit in with the priorities set out by your boss.
4. You work too much (or too little).
It’s common to have to put in a few long days your first weeks in the office, but if you’re there until 7 every night for the first two weeks, people (your boss included) are going to begin to think you’ll always be there, or that you’re at least open to long hours. The best time to set expectations for how you work is before you start (during salary negotiations – not the interview – let them fall in love before you play hard ball). I have two young kids. My job always comes after them. And sometimes I feel guilty for taking off for a doctor’s appointment, or taking a two-hour lunch to attend a preschool Halloween party. And then I remember that before I ever started this job I had a heart to heart with the managing director and laid out how important it was for me to be able to experience milestones with my kids. Since the expectation has been there since day one, when guilt creeps in I know management knows where I stand – and will be honest with me if their position ever changes. It’s always easier to have that conversation at the beginning. So if you always leave by 5 on Tuesdays to coach your son’s soccer team, you might not be able to do it the first week, but remind your boss and coworkers of that priority and plan accordingly. It’s easier on week one than week five when everyone has gotten used to you being there.
The first two weeks on a job can often feel like a waste. If you work in a government office, you probably spend at least a week waiting for the right access and may not even be able to get to the real ‘work’ for another week. But keep in mind how critical this time is – it’s when you set cultural expectations and provide your boss and coworkers the most insight into the personality of the person hired. Be diligent, be yourself, and be careful. If you don’t, your first two weeks and your last two may come together more quickly than you’d planned.
