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A STEP IN THE RIGHT DIRECTION
First impressions can be powerful (and indelible), so make them good ones at a new job
First impressions are critical. "Research says that, in an interview, the hiring manager generally makes up his mind about you in the first 4.3 minutes," said Mercedes Alfaro, president of First Impression Management Inc., a national training and consulting firm based in Atlanta.
Now that you've landed the job, you'll have a little longer to make good, but you still need to work quickly. "As you begin to meet new people, remember that you're making mini-presentations of yourself all the time," Alfaro said. "Visual presentation, communication skills, professional etiquette and social skills play a big part in making a good first impression."
Smiling is an important part of American culture, and so is saying "good morning" to everyone in the office, she said.
"If you start every day on a positive note, it will make you stand out," she said. "Don't sit down at a meeting right away. Meet as many people as you can. Don't be afraid to introduce yourself or go to lunch with a variety of people. Use every opportunity to network, because that's how you build relationships that help you do your job and move up the ladder."
When it comes to communication, Alfaro advises clients to "bring it up a notch." Instead of e-mailing a colleague or client, call him or her.
"Many miscommunications happen because people can't read the inflections in your voice in an e-mail. At least on the phone, they can hear the tone and energy in your words," she said. "If time and proximity permit, get up and go down the hall to talk with someone. In a face-to-face meeting, someone can read your body language, as well."
Professionals who want to succeed also should take their appearance up a notch, and dress to impress.
"Even if the office dress code is business casual, you don't want to appear too casual. That sends the message that you might be too casual in your work habits, as well as your dress," she said. "The business environment is not the place for extreme fashion. You should dress for the position that you want to attain in your next promotion. Send the message that you're there already."
A case in point that Alfaro likes to share with clients: When George Washington was seeking the job of command for the continental forces at the Continental Congress, he dressed in a general uniform.
Pay attention to details, she suggested. Unshined shoes or a wrinkled shirt detracts from your professional image. People form subconscious first impressions, and if you show that you care enough about yourself to pay attention to detail, it implies that you'll also care about the particulars of your job.
If you don't know proper business etiquette, read a book or take a course, especially if you'll be traveling abroad. "Technical skills and abilities will get you in the door, but social skills will get you promotions and pay raises," Alfaro said.
Willing, open attitude
"What employers want to see is a person with an open, willing attitude with motivation. Show that you're the type of person who is ready to roll his sleeves up and get involved, that you're here to make a contribution," said Paula Chandler, director of the career and international services division of Jewish Family and Career Services.
There's a fine balance between being open to learning a new job and being confident about your abilities, between your need to ask questions and to show what you can do.
"One way to achieve that balance is to be a sponge. Observe closely and soak up everything you can about the company culture and job," Chandler said.
If you observe carefully, you'll need to ask only the essential questions to the right people. Instead of pestering your boss with small details, ask your teammates or office staff.
"To show initiative, find some way to be successful early on, even if it's just volunteering for a small project," she added. "You want to show that you have value. You're not just standing back during this learning period. You're ready to meet the team, step up and begin to take on work."
Pay attention to someone who is successful, and model yourself after him or her, Chandler said.
"A lot of companies may give you a mentor, but, if not, you can ask someone to give you feedback and advice in an informal way," she said.
A new job -- even if it's your dream job -- is stressful, so create a support system for yourself both internally and externally as soon as possible. These should be people to whom you can go with questions or concerns.
Solution-oriented
"Figure out the highest priorities that you need to learn in order to do your job," Chandler said.
For example, she came to Jewish Family and Career Services from a corporate background. "I had to learn the language of nonprofits and quickly saw how important grants were. I knew I was going to have to keep straight their different fiscal years and their impact on the budget in order to be successful."
She tells her clients to be solution-oriented.
"If you see a problem or concern, immediately begin gathering information for possible solutions," she said. "Don't just dump a problem on your boss. Tell her what's happening, and then suggest a couple of thoughts on what to do about it."
Avoid telling people how things were done in your former workplace. You can offer a new way to do something without making a comparison.
"Every company culture is different. Give yourself time to adjust before making changes. Don't judge. Negative observations are out of line in the beginning," Chandler said.
If this is your first job, you won't be starting at the top and might have to be the one to make the Starbucks run.
"Do it willingly and better than anyone else. That go-
getting attitude will pay off," she said. Everyone dislikes some elements of his or her job, but it's your job to please the manager, not his or her job to please you.
"Every job teaches you more about how to work and how to get things done, even if the culture doesn't fit you perfectly," Chandler said. "A positive attitude is a huge asset."
A 100-day plan
In a competitive global market with a shortage of talent, companies no longer have the luxury of training new hires or bringing them along slowly. In fact, many corporations have "onboarding" procedures to help new recruits hit the ground running.
You can start well and move your career forward by building your own 100-day plan, said Sally Jamara, partner with Traversa Consulting, an Atlanta-based firm that specializes in organizational change and transformation strategies.
"You want to build credibility and not repeat someone's past mistakes. First, identify the key stakeholders -- anyone who can impact your ability to get your job done," Jamara said. That could be your boss, direct reports, peers, team members, customers and possibly vendors.
"Don't wait for your boss to tell you everything you need to do; be proactive," she added. Ask questions, listen, observe and seek what you need to know, and do it in a way that's positive and collaborative.
"Ask your co-workers what makes them an effective team and where the pitfalls are. You'll hear different perspectives, which will help you see a broader context for your plan," she added.
If you want to make changes, bring them up positively in a way that doesn't put people on the defensive, such as "Would it be easier if we did it this way?"
"To really make an impression, you want to figure out what's important to accomplish in the first 100 days of work and how to go about it. Look at the big picture, not just the tasks. Focus on results, not activities," Jamara said.
Discuss your approach with your boss, so that he or she and the company support it. You don't want to go around your boss.
One technique that Jamara uses with new managers is a leadership assimilation meeting. The purpose of the three-hour workshop is to have a direct dialogue with all workers to get to know them and let them get to know you.
"As a new supervisor, introduce yourself and your communication style. Some managers have answers right away; others like to think about things first. Tell everyone how you operate, how often teams will meet, how news will be given," Jamara said.
By communicating openly and listening, you likely will hear things that it would take a crisis to learn otherwise. Jamara said she has seen the workshops helps new managers get started quickly, positively and effectively.
"By listening to all the perspectives and knowing how things work first, you'll be able to bring ideas up later so that they will be heard," Jamara said.
Companies want to see how well you fit in and how quickly you can get up and running.
"No one expects you to save the world in 100 days, but you should have a plan for where you want to be with various options and costs," she said. "It should be work that is reasonable and appropriate and that will move your team forward. Some people find the 100-day plan so effective that they practice it all year long.
"Making a good first impression is so important, because how your co-workers and managers see you in the first 100 days can become a self-fulfilling prophecy. They can see you as problematic and bogged down or as a proactive contributor who knows how to get things done."
