{"id":20415,"date":"2019-05-21T00:28:57","date_gmt":"2019-05-20T23:28:57","guid":{"rendered":"https:\/\/www.intercom.com\/blog\/?p=20415"},"modified":"2020-08-01T00:56:13","modified_gmt":"2020-07-31T23:56:13","slug":"why-being-new-can-be-empowering","status":"publish","type":"post","link":"https:\/\/www.intercom.com\/blog\/why-being-new-can-be-empowering\/","title":{"rendered":"Why being new can be empowering and not terrifying"},"content":{"rendered":"

Congratulations on your new job! You\u2019re likely meeting heaps of new people, putting your dog\u2019s photo on your desk, and you\u2019re at inbox zero (good luck making it last).<\/p>\n

Sound familiar? It does to me because I recently joined Intercom. But this ain\u2019t my first rodeo \u2013 I\u2019ve had many jobs and even switched careers<\/a> over the past 20+ years. That\u2019s how I know being new is a frightening, vulnerable experience. Even in the best organizations, it\u2019s challenging to determine what a company values, how its strategy works, what success looks like and how you fit in.<\/p>\n

Being new isn\u2019t just an experience \u2013 it\u2019s a hard-earned skill<\/a>. Here\u2019s what I\u2019ve learned about making the most of it.<\/p>\n

“Being new isn\u2019t just an experience \u2013 it\u2019s a hard-earned skill”<\/p><\/blockquote>\n

1. Set learning milestones<\/h2>\n

Our Senior VP of Product Paul Adams<\/a> often says when you\u2019re new, \u201cit\u2019s normal not to know.\u201d So start strong by actively planning for what you need to know to be effective. Create a series of learning milestones: document a plan to meet people, join team rituals, read documents, learn how to use tools, participate in processes. Set goals<\/a> for gathering the context you need to know and share those goals with your colleagues. This helps them see your journey to becoming a great partner.<\/p>\n

But that journey doesn\u2019t come without stumbles along the way. Give yourself permission to make mistakes<\/a>. No one else can give you that permission \u2013 you have to give it to yourself. When you make mistakes, show your partners what they want to see more than anything else: that you ask for their feedback, understand where you went wrong and show your commitment to improvement.<\/p>\n

“Dare yourself to openly align with your team on what you need to learn to be effective”<\/p><\/blockquote>\n

If you don\u2019t do this, you\u2019ll risk losing their confidence and trust. Your mistakes will make you overly cautious, especially if you\u2019re already feeling like an impostor<\/a>. You may start asking Is it okay if I\u2026<\/em> or Do you think I should\u2026<\/em> or even Can I\u2026?<\/em>.<\/p>\n

All of that asking slows you and your team down. You\u2019ll grow slower \u2013 and so will your team \u2013 if you ask for permission to do every single thing. That\u2019s why your goal shouldn\u2019t be to avoid mistakes at all costs or always wait to act until you\u2019re absolutely sure that you\u2019re 100% right.<\/p>\n

Dare yourself to act sooner and learn faster. Better yet, dare yourself to openly align with your team<\/a> on what you need to learn to be effective. Bring them along on your journey so you can all learn together.<\/p>\n

2. Be known for one thing<\/h2>\n

Remember that your new colleagues don\u2019t know you, what you do best or how you do it \u2013 or perhaps even why it matters. But in any \u201cmove fast\u201d organization, they need to know these things to work effectively with you.<\/p>\n

Ella Harris<\/a>, a content strategy director at Facebook, taught me that it\u2019s not my team\u2019s responsibility to get to know me. Rather, it\u2019s my responsibility to show them what I do, why it\u2019s valuable, and how they can get the most of that value from working with me. The sooner I show them what\u2019s most important to me, the sooner we can all move from awkward introductions to solving hard problems together.<\/p>\n

“Being open about what you value helps people understand how they can best work with you”<\/p><\/blockquote>\n

That\u2019s why I avoid introducing myself with titles, seniority or experience. Those things don\u2019t say much about what I can do or care about. Instead, I\u2019ve found much more success by showing people the one, most important thing I want them to remember. Being known for excellence in just one thing is far better than for mediocrity in a million.<\/p>\n

I always tell people that I \u201cmake the unclear be clear,\u201d an amazing quote from the brilliant Abby Covert<\/a>. It shows what I strive for in my work \u2013 everyone understands that I care about being clear more than anything else. They know I\u2019ll always hold the team accountable for clarity and simplicity above all other things.<\/p>\n

Being open about what you value helps people understand how they can best work with you. But it\u2019s often the thing that we keep most secret. Don\u2019t make people guess \u2013 they shouldn\u2019t have to read your mind! Share your values openly to show people how you can make an impact with them.<\/p>\n

3. Ask people what they\u2019re learning<\/h2>\n

Some workplaces believe in a sort of \u201cmagical thinking\u201d that you can just learn anything you need to know through exposure to your new peers. If you walk the halls, get coffee with the right people, or just attend enough meetings, you\u2019ll eventually \u201cget it.\u201d Strategy, values, jargon, process, impact \u2026 just hang around long enough and you\u2019ll be one of us!<\/p>\n

In a word: bullshit<\/em>.<\/p>\n

Learning by osmosis isn\u2019t a thing<\/a>. If that were possible, there\u2019d be no need for all those meetings, 1-on-1s, documents, performance reviews, or anything else where people get specific about what they\u2019re doing, what problems they\u2019re trying to solve, and what they need from you to solve them. We need all those things because of the oldest truth in human history: all problems are communication problems.<\/p>\n

“The best way to accelerate your learning is by asking these people: ‘What\u2019s something you\u2019re learning right now?\u2019”<\/p><\/blockquote>\n

In healthy organizations, everyone\u2019s always<\/em> learning<\/a>. The people who are most senior, most tenured, your manager, their manager \u2013 everyone should always be learning. Any company whose leaders aren\u2019t learning is a company that ain\u2019t gonna be around for long.<\/p>\n

The best way to accelerate your learning is by asking these people: “What\u2019s something you\u2019re learning right now?”<\/p>\n

We don\u2019t usually ask each other this, but we should. When I\u2019m new on a team or meeting someone for the first time, it\u2019s my favorite<\/em> question to ask because it gives me a preview of the future. That really hard thing my colleague is struggling with right now? I\u2019ll be struggling with it soon enough!<\/p>\n

Asking a personal question like this also shows that you care about your colleagues. It earns their trust, especially when you follow it up with \u201cHow can I help?\u201d<\/p>\n

4. Find your buddy<\/h2>\n

The Kool-Aid\u2122 you drink during your first few days of your new job sure is tasty. Everyone\u2019s so smart and friendly! Their strategy is so brilliant and their products are amazing. How could folks ever get upset about anything here?<\/p>\n

But that sweetness can wear off fast. Maybe for you it\u2019s wearing off right now. Things don\u2019t seem so amazing anymore, you might feel confused or hurt, and you\u2019re looking for a little help to get over the rough patch.<\/p>\n

You need a buddy. This is someone who doesn\u2019t manage you and may not be on your team or even someone you work with regularly. That\u2019s okay, because they don\u2019t need to understand the details of your day-to-day work \u2026 they just need to understand you<\/em>.<\/p>\n

“None of us are complete by ourselves \u2013 we never will be”<\/p><\/blockquote>\n

None of us are complete by ourselves \u2013 we never will be. It\u2019s not a sign of weakness to turn to someone else to help you make sense of things, it\u2019s a sign of strength and awareness that you need additional perspective. Or a sounding board for your ideas. Or just a good listener.<\/p>\n

Keep an eye out for your new buddy. Maybe that\u2019s them now at the coffee machine. Or maybe it\u2019s the person who\u2019s red-faced, flustered, and needs someone to lean on. Whether you meet for lunch, go for a run together, carpool to work, or just have a quiet chat outside, your buddy can be an incredibly stabilizing force.<\/p>\n

They\u2019ll ground you, strengthen your foundation, and help you see things in new ways \u2013 and you\u2019ll do the same for them.<\/p>\n

5. Just say the thing<\/h2>\n

You know that awkward moment when everyone in a room is thinking the same thing\u2026 but not saying it? Maybe it\u2019s organizational politics that keeps them quiet. Maybe it\u2019s self-imposed pressure brought on by the fear of being wrong. Or maybe it\u2019s just that they\u2019re waiting for someone else to be brave first.<\/p>\n

Listen: that person should be you<\/em>. You should be the one to say the thing. Being new gives you a license to break the silence \u2013 and it\u2019s an opportunity to cast yourself in this crucial role for the rest of your tenure.<\/p>\n

“Being new gives you a license to break the silence”<\/p><\/blockquote>\n

Deborah Liu<\/a>, VP of Facebook Marketplace, helped me understand that the best way to help teams align is to be bold about saying the thing. This is the best way to turn abstract ideas and fears into things that are more concrete, which makes them something a team can discuss out loud. And when we talk about things openly, then we can align on what they mean and decide what to do about them.<\/p>\n

But if no one speaks up, then everyone stays stuck in their heads and we avoid the real issues. I often struggle here, so I know that the issues you avoid are the ones that end up defining you, your products, and your company. The problems that you can\u2019t discuss \u2013 the arguments you don\u2019t<\/em> have \u2013 will always lead to the worst decisions you\u2019ll ever make.<\/p>\n

So just say the thing. It\u2019s an act of confidence, but also one of kindness: you\u2019re giving your colleagues a gift that helps them get more aligned and make a better decision. As Deb says, \u201cIf no one says the thing, how will you solve the problem?\u201d<\/p>\n

Take advantage of the opportunities<\/h2>\n

Being new is hard. I know that because I\u2019m new right now \u2013 maybe you are, too.<\/p>\n

As much as you practice these behaviors, being new will always<\/em> be hard. But you\u2019ll never have a better chance to learn as you will during your first few months. The strengths you develop when you\u2019re new will serve you even better as you transform into a wise veteran at your organization.<\/p>\n

So when you find opportunities, take advantage of them. Jump in with both feet, ready to learn and help your team move faster, better, together.<\/p>\n

That\u2019s how to be new.<\/p>\n\n","protected":false},"excerpt":{"rendered":"

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