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
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More articles on Workplace Politics:
- When Leaders Fight
- Organizations often pretend that feuds between leaders do not exist. But when the two most powerful
people in your organization go head-to-head, everyone in the organization suffers. How can you survive
a feud between people above you in the org chart?
- Scopemonging: When Scope Creep Is Intentional
- Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep
as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.
- Telephonic Deceptions: II
- Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in
the rest of life. But the technologies of the modern workplace offer new opportunities to practice the
art. Here's Part II of a handy guide for telephonic self-defense.
- Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
- The Opposite of Influence
- The question of why some people are so influential has a partner question: why are others largely ignored,
or opposed, even when their contributions are valuable?
Forthcoming issues of Point Lookout
- Coming June 3: Capability Inversions and the Dunning-Kruger Effect
- A capability inversion occurs when the person in charge of an effort is far less knowledgeable about the work involved or its purpose than are the people doing that work. In capability inversions, the Dunning-Kruger effect can intensify group dysfunction, sometimes severely disrupting the effort. Available here and by RSS on June 3.
- And on June 10: They Don't Reply to My Email
- Ever have the experience of sending an email message to someone, asking for information or approval or whatever, and then waiting for a response that comes only too late? Maybe your correspondent is an evil loser, but maybe not. Maybe the problem is in your message. Available here and by RSS on June 10.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.
Here are some dates for this program:
- Time: 12:00 Eastern Time. Place: Wherever you are. It's a
Webinar.: June 24, Monthly Webinar, sponsored by Technobility Webinar Series. Register now.
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a Webinar.: June 24, Monthly Webinar, sponsored by Technobility Webinar Series. Register now.
- Time: 12:00 Eastern Time. Place: Wherever you are. It's a Webinar.: June 24, Monthly Webinar, sponsored by Technobility Webinar Series. Register now.
- 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.
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.