Episode 131 - Succeeding in a New Role

<h2 data-pm-slice="0 0 []"><strong>Summary</strong></h2> <p class="">Starting a new role can be challenging. In this episode we explore how best to succeed when you’re starting in a new position.</p> <p class="" data-rte-preserve-empty="true"> </p> <h2><strong>Transcript</strong></h2> <p class="">Welcome to episode 131 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how best to succeed when you’re starting in a new position.</p> <p class="" data-rte-preserve-empty="true"> </p> <p class="">Starting a new role can be really challenging. There is so much to get your head around. What am I accountable for? How do the systems work? Who’s in my team? We want to set ourselves up well, but what do the most successful people focus on in those first few weeks and months?</p> <p class="">Researchers Cross, Pryor and Sylvester found those who are most successful in new roles build broad, mutually beneficial connections right from the start. This helps these so-called “fast movers” to be more engaged, productive and innovative. So how do they do this?</p> <p class="">The most effective new starters quickly identify key leaders and influencers across the organisation who are willing and able to help them get things done. Fast movers build these connections quickly, looking for ways they can provide help and support. The key here is that the relationships are mutually beneficial. They don’t just go out asking for help, but look for ways to assist others. Over time this means people come to them to offer advice, support and ideas. </p> <p class="">Fast movers think about where they add value through their strengths, while also identifying people who can assist with their gaps. They use their connections to help diagnose their strengths and what they may need to work on in relation to their role. </p> <p class="">Fast movers tend to work across the organisation, moving across silos and boundaries. This is incredibly beneficial to organisations that so often strugg