When You're the Least of the Best: II

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.

Someday, you'll be where your superiors are now. Notice who is succeeding and who isn't, and try to understand why. Their trials and successes are lessons to them and to you.  Top    Next Issue

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When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic tactics.

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Reframing Revision Resentment: I

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See also Workplace Politics and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

Coming June 27: Interrupting Others in Meetings Safely: I

In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.

And on July 4: Interrupting Others in Meetings Safely: II

When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.

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