There is a lot of career advice out there. The conundrum for any professional is how good a fit the advice is for their specific job or profession. I was thinking about that as I set out to tackle the topic of how to start a new job successfully.
While I have helped hundreds of digital trust professionals start new jobs and know a thing or two about this, I wanted to hear from the ISACA community about what community members have done early on in new jobs that set them up for success, as well as what advice digital trust hiring managers might have for new folks joining their teams.
I put the word out to the ISACA Engage communities with a request for input on a suite of questions. Ask and you shall receive. Holy smokes, the advice was thorough, thoughtful and bountiful!
One of the things that has impressed me so much over the last 25 years working in this space is the willingness of digital trust professionals to share their experience and expertise; to teach others; to help others grow and develop for the success of their projects and the success of the team. I have to say, once again, I was stunned by the generous response from ISACA members from all quarters of the globe. Wow! Many thanks to all of you for your input.
For those who have not yet dipped your toes in the Engage community waters, do it! An absolute fountain of wisdom that you won’t readily find elsewhere!
Given the conversations on the Engage pages, you may have seen some of the advice already. What you’ll get here is a curated compilation of the tips and advice that was offered up.
How to start a new job well
Starting a new job is hard. Definitely stressful. When you join a new company, starting off well means learning the ropes of your new role – the actual “what” of your new job. It also means learning the culture of the company; developing your knowledge of the business; and learning the unspoken rules of your new team and enterprise, both of which are critical to your success. On top of that, you need to get to know new people and build a new internal network.
It’s a boatload of learning tasks. In a way, how you approach starting a new job, at any level, hits right at the core of what being in digital trust is all about: constantly learning and adapting readily to new stuff.
Julie Sweet, the CEO of Accenture, noted in her interview with the Harvard Business Review in May 2022 that “one of the most important things that we look for actually, no matter who you are, is your ability to learn, learning agility. Because we know that while we may hire you for a certain set of skills, the rate of change and the need for skills is quite rapid. So, there’s lots of research on this, that skills that were around in the Fortune 500, for example, in 2017, that approximately 40% are no longer relevant.”
So, how to tackle this monumental need to learn a lot quickly, build relationships, work effectively with a new manager and team, and manage the challenges of remote work? Here’s what your fellow ISACA members had to say:
How can new hires learn the company efficiently in their early days?
- “Prior to Day 1, review the company annual report and quarterly earnings releases, presentations at investor events (often on the company investor relations tab of the corporate website) – these will provide a window into the company culture and priorities.”
- Identify a buddy within your team who can guide you. Some teams match new team members with a buddy. Either way, really engage with your buddy. Learn all you can. This is someone who can answer all those questions that you might feel ‘dumb’ asking someone else. Moreover, managers noted that these buddy relationships were generally lasting and fostered supportive relationships across the team.
- Create a glossary (of company-specific terms). “Every time I start working for a new organization, there’s all this inner technical language and acronyms used only in that organization. Everybody knows what they are taking about … except me. I learned my lesson, as soon as I hear something that I am not familiar with, I immediately ask for clarification. I build my glossary and share it with my colleagues to amend and clarify.”
- “Approach colleagues when something is unclear. But then do your homework and insert your knowledge when asking questions. Colleagues are even more helpful when they see you have done some homework.”
- “I have found it valuable to spend time with each business unit, to see what is done, and how it is done. I asked my supervisor to arrange this so that there was a logical approach to the experience – for example, following a specific process through the different business units. A great way to get to know the business and the people.”
- “Be open and don’t be afraid to make a mistake. That indicates that you are prepared to learn and correct yourself.”
- “Complete the mandatory trainings in the first three months of joining to gain visibility on the organizational culture, different priorities and security posture. Read, read, and read the intranet and ask questions when something is unclear!”
What might you do to start building positive and helpful relationships – within your team and beyond?
- “If you are joining an internal audit function, most IA functions have ongoing process improvement initiatives (i.e. updating risk assessment models, updating IA policies, etc.). For a new person, participating on these initiative teams is a great way to forge new relationships as well as apply one’s skills to the key initiatives.”
- “Socialize with colleagues!”
- “I encourage new joiners to assimilate into the culture of the company. For the company I am in, we often have breakfasts at the coffee shops below the offices. Make it a habit to join breakfasts or afternoon tea breaks. Chat at the pantries. There will be colleagues who have worked for a longer duration than them, and are familiar with the nuances of the enterprise. Establish trust, go the extra mile, help others in need. When colleagues see you as someone they can seek help from when in need and trustworthy and open to ideas and feedback, many will reciprocate and stand up to mentor you over coffee.”
- “Treat others with respect and empathy, and actively seek different viewpoints. Embracing diversity and inclusion fosters creativity, innovation and a more enriching work environment.”
- “For those who are a bit on the shyer side, use online chats such as MS Teams to kick-start conversations. Participate in online forum discussions. Allow colleagues in the company to warm up, for a start digitally, to who you are, your thought processes and display integrity in what you share. Be genuine and authentic. During company induction programs for new joiners, there will also be ice-breaking sessions – participate in them, maintain the relationships you have established during the company induction program.”
- “Pay close attention and get to know the dynamics of your team and interactions with other teams. Watch and observe!”
- “Get to know as many people as possible! I have found it really valuable to set up 30-minute meet-and-greet calls. I typically send an email, being sure to be polite and complimentary (in a genuine way) about their success with the company. I also try to add a bit of humor as an ice-breaker – being able to do that did take some practice. I let them know that I would love the opportunity to get to work with them on a project and help out whenever needed.”
How can you better clarify with your manager expectations on performance, timelines and work style?
- “New joiners should not be afraid to ask direct questions on goals, performance criteria and what behaviors are expected at the new workplace. It is also important to capture the goals in writing and confirmed in HR systems, depending on the company practices, to avoid any disagreements later.”
- “Request regular check-ins or progress meetings to discuss your performance, address any concerns, and seek guidance if needed. Take notes to capture the key points. After the discussion, summarize the main points and send an email to your manager reiterating your understanding of the expectations discussed.”
- “Ask your manager for specific examples of what successful performance looks like in your role. Inquire about key metrics or goals that will be used to evaluate your performance.”
- “Clarify time-sensitive assignments and ask about recurring deadlines you should be aware of. Gain a clear understanding of your manager’s expectations regarding turnaround times for different types of work.”
If you started a remote job, what additional advice might you have for others starting a remote role?
- “Interact using all possible media solutions!”
- “Communication is vital in remote work settings. Make an extra effort to keep your team members informed about your progress, availability and any potential challenges you might face. And find the right balance to avoid overwhelming your team members. Be mindful of their communication preferences and respect their work schedules.”
- “Remote work requires excellent time management skills. Prioritize tasks, set realistic deadlines and avoid procrastination!”
- “Find ways to combat loneliness by connecting with colleagues through informal conversations, virtual coffee breaks, or participating in online communities or professional networks relevant to your industry.”
- “If there is the possibility, spend the first 2-3 months in the office so you get to know the colleagues and stakeholders better (before working remotely).”
If you are a hiring leader, what advice do you have for those joining your team?
- “I typically suggest that new team members keep an open mind and challenge the status quo. There may be leading practices performed on my team, but there is also the possibility of some practices being out of date or a better way to do things. I seek their inputs on tools, technology, work practices and so forth because they may have seen better methods elsewhere.”
- “Be open to learning, feedback and continuous improvement. Adopting a growth mindset allows you to approach challenges with resilience and view failures as opportunities for growth.”
- “If your new team has had townhall meetings and presentations, gather the last 2-3 presentations and review them because they will offer insights into the key areas of importance for your team and the company.”
- “Get to know the support staff, i.e., administrative assistants, IT support, etc. At some point in your journey you’ll likely need their assistance.”
- “Take initiative in identifying and solving problems. Anticipate needs, propose solutions and take ownership of your work. Demonstrating proactive behavior and a sense of responsibility will help you stand out and contribute to your team’s success.”
With this advice in hand, tailored specifically for digital trust, you’ll be well-armed to jump into a new role, confident that you will land well and hit the ground running!
Again, kudos to all of you from the ISACA Engage communities who joined in on this project and made it a smashing success.
I want to finish up by offering you a cool tool that is so valuable when starting a new job: The 30-60-90 day plan. If you take the time to create your own 30-60-90, it will give you a tremendous framework that you can work from in an organized way while you are drinking from the firehose in those first three months on the job. It can also serve as a foundation for those expectation-setting and clarifying meetings with your new manager. And, you’ll likely impress the heck out of them by having taken the time to think this through!
There are a lot of templates out there, so you’ll be able to find one that works well for you. For starters, here’s a link to a 30-60-90 day outline and downloadable template offered by Indeed.com: http://www.indeed.com/career-advice/starting-new-job/30-60-90-day-plan#:~:text=A%2030%2D60%2D90%20day%20plan%20is%20meant%20to%20establish,organization%20and%20start%20key%20projects