Build Relationships Vertically and Horizontally

It’s really important to build relationships up and down the organization, as well as horizontally. Think about who you can connect to that may help you move forward, and who is a peer you can seek support from. While some organizations have official mentors, look for those unofficial mentors. Don’t just focus on senior staff; sometimes horizontal staff can be your best advocate.

Listen More than Speak

We want to show people that we know a lot and can offer a lot, but it’s more important to be listening. Have curious conversations and ask a lot of questions—people will see you as a smart person if you’re asking a lot of questions. They get to talk about themselves. Think about the informational interview process, and get to know people.

Having said that though, when people ask you a question like, “What are you up to?”, which can be this open-ended and overwhelming question, have something to say about one project you’re working on. Don’t say, “I don’t know—a bunch of stuff?” Be prepared with a response, and you’ll have an opportunity to share what you know.

Company Culture

As you’re listening, it’s a really good time to start thinking about the company culture. Watch what people are doing. Mentors can be really helpful for that as well. Everybody has the same questions. If you observe and watch what your peers are doing, that will help you to identify whether something is the right thing to do now or 30 days from now.

Check Your Work Often

During those first 30 days you’re nervous, you’re cranking out the work, and you’re trying to show how productive you are. Read your work at least three times, and out loud. When we get nervous when emailing, sometimes we hit “reply all.” Check and make sure when you hit “reply” it’s to the right person. Slow down. You’ll be really glad you did because it’s easy to make these mistakes. If you do make mistakes, apologize for them. It’s all about recovery and admitting these mistakes.

Invest Time in the Job

Make sure you’re not the last one in in the morning, or the first one to leave at the end of the day. Be mindful of when people are coming in and leaving. It’s good to be one of the first people in, and one of the last people to leave, within reason. It’s all about those first impressions—invest your time in doing that, and you’re going to make a solid, good impression that you care about the job. Don’t kill yourself over it, but be mindful of that and try to find that happy medium.

Seek Out Your Supervisor

Think about how your supervisor wants to communicate. It’s okay to ask, so don’t make an assumption. Connect with your supervisor and ask how often they want updates and how often they want you to check in with them. They’ll be flattered that you are thinking about their time and respecting their time. And be okay with changes.

Prioritize

Sometimes people have multiple bosses, especially if you’re new. You may have multiple people coming at you asking, “Can you do this for me?” Make sure it’s clear who your supervisor is, and check in with them. As long as you communicate what is on your plate, people will be much more responsive to what you need to have happen.

Identify Early Wins

Keep a document that lists things you feel really good about, including things you have accomplished and things you’ve done before a deadline. Then, at that 30-day mark, share with your supervisor some of the things you were able to accomplish that you feel really excited about. Maybe some things you learned that you might adjust next time, and convey skills you’d like to develop. Track your work. Progress reports are really appreciated by your supervisors.

I encourage you to have a fabulous first 30 days. This is an exciting time and you’re going to learn a lot, but don’t forget to breathe and take care of yourself!