In two weeks I will be starting a new job as Director, Clinical Affairs at a large mid-western healthcare system. This is an exciting move for me and one that I'm looking forward to. However, I am very concerned with getting off to a good start and wonder if you have any advice for making the most of my first day of work?

J. F. Minneapolis, MN

As a senior level leader, all eyes will be on you. This is one day you do not want to delegate to anyone else. I believe that the planning you do for this important day will pay dividends for many months to come. Here are three suggestions to help you get off to a great start.

1. Manage your agenda

   As you probably know, this is a day that can be consumed with filling out forms and unproductive time waiting for other people to meet with you. Don't let this happen! Make every effort to have meetings scheduled with key people well in advance of your arrival. Also schedule who you would like to meet with for lunch. In the best of worlds, your boss will be in on your first day and will set aside time to meet with you. If you have the flexibility, try to start on a day when he or she is in the office.

   Make the following your slogan, "The devil is in the details." Make a list of what you need to be immediately productive and work with the appropriate person to ensure that everything on your list is in place. Talk with the most senior human resources person to determine if you can complete the bulk of your new employee paperwork before your start date. If it makes sense, arrange for a personal briefing to avoid the mandatory group orientation.

2. Manage perceptions

   One of your key responsibilities is to anticipate the question, "What do you think of the new director?" Make everyone you meet feel good about themselves from the cafeteria worker to the CEO's executive administrator. Early in my career, I failed to follow this advice with near disastrous results. As a corporate recruiter, I had my head down and was going as fast as my feet would carry me. I blew right through the main lobby several times a day during my first week without even a glance at the receptionist. Near the end of the week she stopped me and asked, "What's your hurry? Are you too busy to talk to people?" I was in deep trouble. She had the ear of every executive in the company and was certainly not one of my admirers. It took me many weeks to win her over and we eventually became very friendly. Don't let this happen to you.

   Consider this first day an athletic event that will tax you mentally and physically. Remember, you are going from an organization where you were well known to one where you have yet to prove yourself. A subconscious part of you will be working hard at letting go of the old job while, at the same time, you are trying to adjust to the new situation. This seldom understood phenomenon can lead to physical depletion that surprises many. While some experts advise jump-starting your new assignment by scheduling meetings in the weeks prior to your first day, I recommend taking time to relax and enjoy your family. You want to be able to hit the ground running and leave a positive impression on everyone you meet.

3. Pay attention to your instincts

   As you are introduced to people throughout the day, you will encounter some who will become your allies or friends and others who will develop into adversaries. It is amazing how many individuals will give you cues about how they fit in these categories. Make mental notes of comments and behaviors that appear to be outside the normal range of behavior. I remember a colleague taking me aside in a new job and in hushed tones telling me, "I'm always available if there are situations where you are not comfortable talking to the boss." The hair on the back of my neck stood up during this conversation. The early warning signs were accurate, for this individual turned out to be very Machiavellian.

   I hope that these suggestions are helpful. You might also be interested in my onboarding book, The Healthcare Leader's Guide for Succeeding in a New Position. This publication is in a manual format with articles, checklists and exercises intended to help individuals succeed during the first 100 days in a new job. While it was written initially for healthcare leaders, I believe that it applies to all industries. It is available on my website www.mjcampbellassoc.com.

Copyright , 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, "The Insightful Leaders," go to www.mjcampbellassoc.com."

TOP OF PAGE