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? rbrenLwZKGRFYKDwqKSbcner@ChacwJREAUusBmmgmHUwoCanyon.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:
- Workplace Politics Is Not a Game
- We often think about "playing the game" — either with relish or repugnance. Whatever
your level of skill or interest, you'll do better if you see workplace politics as it is. It is not a game.
- The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
completion date of the effort. If you're responsible for one of these tasks, you live in a unique political
- Failure Foreordained
- Performance Improvement Plans help supervisors guide their subordinates toward improved performance.
But they can also be used to develop documentation to support termination. How can subordinates tell
whether a PIP is a real opportunity to improve?
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order.
It helps us by removing perceptual distortion about what matters most. But it can't help as much with
some kinds of perceptual distortion.
- On Snitching at Work: I
- Some people have difficulty determining the propriety of reporting violations to authorities at work.
Proper or not, reporting violations can be simultaneously both risky and necessary.
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenSFZqGbDbaPJnACGXner@ChacyAorahZJmsuaPqUpoCanyon.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)
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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.