In Part I of this short series on "newbies," we explored how it feels to be in the role, and how to be more comfortable in it. In this part, we look for ways to build relationships with your colleagues and others in the workplace.
- Build rapport with peers
- You probably aren't alone in being a newbie. Help others when they ask, but don't foist help on those who haven't asked for it. Learn from others how to be a leader at your own level.
- Build rapport with superiors
- There are no quick ways to build rapport with superiors. It takes time and it takes care. Stay out of their way, learn what you're supposed to learn, practice humility, and be a leader among your peers.
- Establish credibility opportunistically
- Credibility comes when two things are in place: (a) you must be expected to have answers, and (b) you have those answers. Supplying answers when you aren't expected to have them risks seeming arrogant; not supplying them when you are expected to have them risks seeming incompetent. Wait for the right opportunities, and then deliver.
- Seek professional advice from the bottom up
- If you have questions, ask the lowest ranking person who might have the answer, then work your way up until you get what you need. Aiming too high might be seen as currying favor. See "Currying Favor," Point Lookout for June 8, 2005, for more.
- Seek personal advice elsewhere
- Don't seek personal advice in the workplace. It's a bad idea for most, but for anyone of low status, such as the newbie, it's especially risky.
- Find a true mentor
- Wait for the right opportunities,
and then deliver
- Mentoring has been fashionable for some time, but budgets for mentoring programs have been cut in many organizations. Find a mentor truly interested in your career, even if it means going outside the formal mechanism.
- Learn how to handle newbies
- Someday, one of your responsibilities will be developing newbies like yourself. Watch how people handle you. You now have an opportunity to see what works and what doesn't. Few people take this opportunity; most tend to focus only on the content of the work.
- Learn how to connect with people in other professions
- Most workplaces contain a mix of professionals. Notice how your superiors relate to people in these other professions, and learn from their successes and failures.
- Learn about ethics
- Most of us would benefit from additional training in professional ethics. Pay special attention to the ethical choices of those more experienced than you are. Learn from their mistakes; learn from their deftness.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrendJZsEMoSOXTdtdVqner@ChacWDBYeMikcNpZXBXSoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- Devious Political Tactics: Cutouts
- Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts,
operators can manipulate their environments while limiting their personal risk. How can you detect cutouts?
And what can you do about them?
- Are You a Fender?
- Taking political risks is part of the job, especially if you want the challenges and rewards that come
with increased responsibility. That's fair. But some people manage political risks by offloading them
onto subordinates. Be certain that the risk burden you carry is really your own — and that you
carry all of it yourself.
- On the Appearance of Impropriety
- Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean,
what are the consequences of such avoiding, and when is it an appropriate choice?
- Why Others Do What They Do
- If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly
why others do what they do. Here are some of the ways we get this wrong.
- Impasses in Group Decision-Making: III
- In group decision-making, impasses can develop. Some are related to the substance of the issue at hand.
With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses
in the same way doesn't work. Here's why.
Forthcoming issues of Point Lookout
- Coming January 24: Understanding Delegation
- It's widely believed that managers delegate some of their own authority and responsibility to their subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate. It breeds micromanagers. Available here and by RSS on January 24.
- And on January 31: Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions. Available here and by RSS on January 31.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenqdeqZPPoLeQStKASner@ChacNaIWvQbvfsaUuvXLoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here's a date for this program:
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.