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Steve White is two months into his new job as Associate Director of Surgical Services at a large teaching hospital and already he feels that he has made the biggest mistake of his life. To say that his adjustment has been difficult is an understatement. Steve's suggestions are often met with, "That's not the way we do things here." His boss has been not only been unavailable, but also invisible. He finds himself being talked over in meetings, avoided in the cafeteria and seldom invited when his colleagues get together socially. In his previous job Steve was well liked and respected. He had achieved a long list of successes and developed numerous allies. Because of his long tenure at that hospital he could get things done that no one else could. He now finds himself longing for the "good old days" and doesn't know where to turn for help.

Being an outsider is an uncomfortable and sometimes painful experience frequently associated with moving into a new job. In these situations, we long to be accepted but find the process is an uphill struggle. As Joseph L. Badaracco points out in his book Leading Quietly: An Unorthodox Guide to Doing the Right Thing, "In large, traditional organizations, the insiders are typically the winners of a long, intense struggle for the senior positions - they have climbed to the top of the greasy pole." Having completed this difficult journey, is it any wonder that these individuals don't readily welcome newcomers into the inner circle?

So what can people like Steve White do to transition from being an outsider to achieving acceptance as an insider? The following recommendations will not only help Steve, but will help anyone transitioning to a new job.

1. Remember that Culture Rules -
   Become a serious student of you new organization's culture. The culture or "corporate personality" consists of how things get done, what is valued, who has the power to make decisions and what gets rewarded. You may be a highly competent strategist in your work, but remember, "culture eats strategy for lunch." Take the time to understand the culture and be respectful in your comments regarding the organization's history. You never want to be on the receiving end of statements such as, "Where were you when we were building this organization?" Study the people who are well regarded and learn what works for them. Eventually you may even begin to introduce experiences from your past, but do it with the new culture in mind.

2. You've Got to Give Before You Get -
   Become a team player by helping others quietly. Don't expect people to welcome you, as an outsider, with open arms. You are an unknown to them and as such will need to earn trust and respect over time. Look for opportunities to help people, but do this with little fan fare and no expectation of reciprocation. Connect colleagues with individuals in your network, help out when someone is overloaded, and pass on an article or book that addresses a topic that will be useful to them.

   You can also earn trust by making comments in private that might be received as critical or negative. Since our earliest days as employees we have been told, "Praise in public, criticize in private." Be careful of being identified, early in your tenure, as someone who frequently criticizes in meetings, it could do irreparable harm to your transition from outsider to insider.

3. Quickly Raise the Flag -
   In my early days as manager of training in a high-tech company, I learned a valuable lesson about the importance of quick wins. I was deeply involved in conducting a company-wide training needs assessment when my boss, the VP of Human Resources, took me aside for some well-needed advice. He said, "Mark, you need to show the flag a little." He went on to explain that establishing credibility early in a new job was critical to success. He further stated, "Select a workshop that you have delivered a hundred times and that will appeal to a broad section of our managers. Offer this workshop sometime in the next few weeks and I know you will win over many supporters."

   By no means do I want to belittle the process of listening and data gathering. This work was extremely valuable, but it needed to be complimented with concrete actions that would win credibility. My manager was right on the mark. I gave the workshop and it was extremely well received. My credibility was established and new doors were opened with the help of workshop attendees.

4. Keep Your Enemies Close -
   In the Godfather Part 2, Al Pacino states, "My father taught me many things here. He taught me, 'Keep your friends close, but your enemies closer.' Early in my career, I experienced a challenging initiation into a new job in human resources. In an attempt to build a relationship with one of my colleagues, I asked if we could have lunch. He opened his planner and started to flip through the pages, which were mostly blank, and said to me, "I'm all booked up."

   How would I ever turn this situation around? Several weeks later I invited my not so friendly colleague to join me as I delivered a workshop at one of our out-of-state locations. The workshop went well and my colleague began to warm up to me. We never became best friends, but the relationship thawed considerably. Keep your enemies close. As much as our natural inclination is to avoid these troublesome individuals, it is important that we maintain contact with them for a host of reasons. Who knows, some of these "enemies" may eventually turn into allies.

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

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