Technology has triggered speed. The speed with which we communicate, with which we move, to which we synthesize, with which we open and close stages, eat or cook. On the other hand, the world of work has not been oblivious to this dynamism, so that more and more people in their curriculum accumulate the pilgrimage by several companies. They enter and leave, because if there is something that new entrepreneurs have clear is that workers, however essential they are, are always substitutable. Well, in this article we are going to shed three keys to join a new position of responsibility work successfully.
The labor input to any organization is always a complicated process. In many there are very specific explicit rules and in all other types of rules that are not written anywhere, but all those who work under that certain brand assume and comply. Failure to comply with them is not a reason for dismissal, or at least it is not, but to comply with them is a sign of adaptation and good functioning, and advisable to enter a new job successfully. Hence, the first recommendation ...
Observe what happens around you
The first recommendation to enter a new job successfully is observation. The observation of how people who hold a similar position behave: in principle, if they have "survived" it would not be a bad idea to imitate them. It is also important to observe how the communication pattern of the company is and to replicate it, both with the people who are above and those who are below.
In this sense, identification is born from observation. That of the virtues and defects of your new position. The one of the roles that each plays in case of being an office or a small department: the optimist, the helpful, the surly, the worker, the willing, the selfish, the interested ... This will take you to the last of the important identifications , the needs. Think that if, in addition to carrying out your work, you are capable of making a significant human contribution to the company, your valuation is more likely to grow.
Know the work of others.
The second recommendation to join a new job has to do precisely with the care of relationships and sensitivity. The people who are above you in the organization chart are important, but those who are above you are still more important. On many occasions, in some way, your team is the one that can make your work look like nobody else or, on the contrary, end up being a ruin. You depend on them, and the higher you are, the more you depend.
Know, know what they do, how they do it. Do not give of course, ask them. Even if one day you have occasion, put yourself in their place. You will not get a better perspective than that to know what they think is acceptable and what can be exaggerated or inaccurate. Also, do not try to make decisions for them or for their good and banish any paternalistic initiative that you can think of. As for the decisions that imply your position, do not forget that they are the ones who know you best. Listen and count on them to make changes. In this way you will get your commitment more easily and you will reinforce communication bridges.
On the other hand, you will avoid falling into an error: take incorrect measures because you do not take into account variables that you ignore or that you miscalculate their subjective value. For you, eliminating a five-minute break may be nothing, but for a worker it can be a lot if, for example, he uses that time to disconnect between two very heavy tasks.
Learn to motivate those around you.
The third recommendation to join a new job has to do with motivation. In this sense, remember that a bad motivating policy can be much worse than simply not setting in motion any. Thus, one of the most common ways of motivating is recognition: that which we all need to a greater extent. There is nothing wrong with this form of motivation, in principle. Well done power what a worker does well and as "bosses" gives us space to ask for an effort in those points that can improve.
However, for a motivation to be effective (and does not end by discouraging the worker) must be timely in time. That is, motivation is a process, not something that is achieved from one day to the next. You will be wrong if you try to sow and pick at the same time, if you only give a pat on the back when you need something from someone. Think that, when we detect this strategy in others, we disconnect from what we are told at the beginning and simply wait for the request, so this strategy may turn against us. "And this now, what will he want?"
In addition, another fundamental ingredient so that your motivating measures work is that they are adapted, specific and not general. Forget about "I like your job", "you're the best", these phrases are comfortable, but long-term unproductive. They are made, they are manual and do not imply a real assessment of anyone's work. "I'm the best…. But what do you like about my job? Why do you think I do it right? "
Unfortunately, this way of operating is much more common than is desirable: costs are few and results are not bad in the first place. The problem is that the manipulation is usually very crude and the person will soon identify these types of evaluations as false and impersonal. And ... who likes to be manipulated? To value the work in this way is to tell the worker in some way that what he does has so little merit and difficulty that you have not even bothered to know him.
Perhaps these are the most important recommendations from a psychological perspective to join a new job successfully. Understand that performance is a consequence of many factors, and especially the human factor. Hence the need to take care of it and to seek honesty in communication.
