In today's world of flexible work and intensive performance assessment, careers are often measured in months rather than decades。
"It's the people, stupid!" Nigel Nicholson, professor of organizational behaviour at the London Business School, offers this important piece of advice to anyone starting a new job. "It's not the job, it's the people in the organization," he explains. "Get to know them, get to know their perspectives, get to understand what's driving them, get to figure out what the psychological issues are, what the tensions are. The more you know, the better."
Nicholson has a simple rule about what people should bring to an organization:" I call it 'VIP': vision, identity and passion. If you can bring some of all those things with you, then you will find it easier to communicate in future." What does he think is the most important thing to remember in the first 100 days? "Don't worry about whether you're going to be able to do the job or not。That's never the issue. It's the relationships that matter; the first thing is, think about the relationships."
If you're planning to change jobs or start a new career, you need to understand the transition cycle, says Professor Nigel Nicholson of the London Business School. He identifies four specific phases requiring strategies for the first 100 days and beyond:
Get to know the company and organizational culture you are joining, the products/services it offers, and its key people。
Listen and learn when you start your new job. Keep your eyes open and ask questions, even if they seem stupid or you already know the answers. You won't get another chance to question as openly as this。
In this phase, you aim to reduce differences between you and the organiztional environment by changing either the environment or your behaviour。
Finally, you put in place the things that are going to hold your new situation together and make you part of the organization--before you move on to the next stage of preparation for another change。