8

ONBOARD WITH FINESSE

Once you successfully negotiate the terms of your job offer, the real test begins in earnest. Starting work for a new employer can feel like plunging into a brave new world of unknowns. You will be thrown into an entirely new kind of negotiation as you learn to harmonize with different personalities, expectations, quirks, tempo, and style. What will your new boss be like? Will your colleagues be openly friendly and supportive? Or will they interact on a subtler level? What will it take to be a strong performer in this uncharted universe?

Having a more introverted style may create additional challenges and stress for you, especially in the rapid fire environment of the modern-day workplace that seems more suited to those with outgoing personalities. You may struggle at the starting gate with speaking up or taking the initiative with the boss or colleagues. It's best to balance these fears by being yourself and embracing the many good points of your introversion that have carried you this far. For example, as a valued listener who asks perceptive questions, you show an interest in learning and a genuine desire to include colleagues in your discussions. Your innate nature will also be a plus as you engage with coworkers on projects that demand focus, concentrated effort, and creative thinking. However, although it is okay to work quietly in your office, you need to find ways to communicate regularly and effectively with the staff beyond email and voicemail. Obviously, you are not at the office to be the life of the party, but you don't want to cut yourself off (as introverts have a tendency to do). All you need to do is learn to swim with the organizational flow.

Designed to help an introvert start off on the right foot from the very first day, this chapter features a seven-step plan for success, a blueprint for navigating the organizational landscape, communicating effectively with your supervisor and colleagues, and understanding appropriate workplace etiquette.

Start Out Right

The first few days on a new job could be awkward as you maneuver basic details and meet colleagues and office staff. It takes time to feel at home with the new faces and foreign environment that you are thrown into.

As you feel your way through those first days on the job, jot down impressions and notes on what will help you succeed in your daily work life. Documenting and organizing your observations can stop your mind from spinning and give you a greater understanding of what is happening around you, as well as inside your own head. You can break down your observations into two categories:

New information: Essential information that you have learned so far

Questions: What to ask to clarify your observations or new information

Being thoughtful and methodical, view the first weeks at a new job like a research project. Employ those keen observational and listening skills to get a feel for the company pulse and gain insight into job expectations. Be mindful of your boss's and colleagues' personalities, and determine the best ways to work with them.

Eventually, you will have to take the reins and demonstrate initiative, but in the early innings, being yourself and relying on your own strengths is the best strategy. In the first weeks, do what is natural: look, listen, and reflect.

Wipe the Slate Clean

Introverts have a tendency to take things to heart by internalizing failures or difficult experiences. If you allow these experiences to take control of your attitude, you threaten to sour an otherwise auspicious future. If you had a bad experience in the past with a manager or coworker, get it out of your system so it doesn't cloud your new work environment. Talk it out in your head, or have a dialogue with a trusted friend who can help you put things into perspective. Some honest self-reflection may reveal that you contributed to the perceived negative experience or that you might have done something different to ameliorate the situation. Make a pact with yourself to change your behavior if a similar situation arises, and adopt a positive outlook that will refresh and renew your work life. Begin your new work adventure with a clean emotional slate.

Understand the Organization

Whereas your homework for the interview included knowledge of the company's mission and vision, it's a good idea to dig deeper into the five-year or strategic plan because this provides a broader view of the company horizon. Study the organizational chart so you know where you stand in relation to the powers that be. Learn how one manager relates to another, what employees handle various responsibilities, and who reports to whom.

Read through the human resources employee handbook for information on company policy and procedures related to issues such as intellectual property; you will need to know when the company owns what you create on work time. So that you don't lose out on any benefits, become aware of important sign-up periods, as well as when you are qualified for certain benefits. Also, read up on the company resources (like computers or cell phones) to ensure that you don't violate company policy on usage.

Acronyms and Jargon

Acronyms abound in present-day society, so it's not surprising that many organizations use them in lieu of long-winded office or division titles. When I worked at the University of Pennsylvania, the career-planning office was known as CPPS (Career Planning and Placement Services) under the VPUL (Vice Provost for University Life).

Every field has special words or expressions unique to its industry that are often not understood by the general public. For example, jargon associated with investment banking includes “catching a falling knife,” “Chinese wall,” “EBITA,” “Fire Drill,” and “Roadshow.” Getting up to speed on the language of your workplace will accelerate your adjustment and help you feel like a member of the club.

Social Graces

Your fellow professionals and clients will expect you to follow accepted rules of social interaction, common courtesy, appropriate dress, and respect for others. Pay attention to the social graces of your work culture, so you don't embarrass yourself by making faux pas like showing up for a formal business meeting in casual attire, or speaking disparagingly about a former boss's incompetence. Awareness of wardrobe expectations, proper business etiquette, and other such do's and don'ts can all contribute to how you integrate into a new corporate environment.

Etiquette

Workplace etiquette requires subtle observation. But this aspect of communication is just as important as understanding the main professional rules. First impressions can stick like super glue, so avoid interpersonal slip-ups by being courteous: “Please” and “thank you” are still in style; keep your cell phone on vibrate, and stay home if you are sick. Watch how respected colleagues in the office interact, and use their model of good behavior.

Wardrobe

Wear clothes in good taste but styles that initially lean on the conservative side. You may find that business casual is the acceptable office style, except when meeting with executives, board members, or important clients (during which more formal attire is expected). The definition of business casual is very fluid and varies wildly from office to office. Watch how senior-level staff and colleagues dress in your first few weeks; then, keep your own appearance in the same fashion ballpark. Eventually, you will figure out how to express your personality and personal fashion sense while respecting the often-unspoken office dress code.

Group Dynamics

Become acquainted with the organization's personality, and get your finger on the pulse of workplace norms to help you acclimate to your new surroundings. At department or division staff meetings, observe what issues are raised and how the leader facilitates and manages the group. Scan the room to see how staff react, both verbally and in their facial expressions, body language, and gestures. Is the climate one of enthusiasm and genuine engagement, or do employees seem detached and disinterested, drumming their fingers, yawning, and glancing at cell phones?

Time in the staff lounge or around the coffee machine can provide important learning opportunities. When your colleagues are relaxed, they will be more apt to speak freely and offer their true impressions on company programs and initiatives, so pay attention. You can also gain valuable information on staff members at varying levels of seniority and discover what feelings they inspire among their coworkers.

Schedules

In the orientation phase, keep your periscope high and discretely observe norms in the office. Do your coworkers generally maintain a nine-to-five schedule, or do they tend to work long hours and take work home? Are your peers taking lunch breaks or eating at their desks? This is not simply a question of having to conform. It is a matter of recognizing the realities of your new position to ensure that you keep up with the expected pace and output of work.

Performance Expectations

Crucial to your success in the first few weeks is the energy and attention you devote to communication with your immediate supervisor. At the earliest possible opportunity, take the initiative to begin a dialogue with your boss about the best way to exchange information. For example, when questions require a rapid response, does your boss prefer email or a more open-door policy and personal approach? With that three-to-six-month probation period hanging over your head, you'll want to find out as soon as possible the needs of your company and your boss and the best way to deliver them. Make sure you have a clear understanding of expectations and responsibilities and how your performance will be measured. This might also be an opportune time to ask your boss for advice on the organization's key players; such individuals might help you improve your performance in fulfilling your role, as well as warn you of pitfalls to avoid.

Colleagues: Their Pivotal Role in Your Work Life

Researchers at Tel Aviv University examined and tracked the health of 820 working adults throughout a period of twenty years, starting with a health exam as a baseline.¹ The results of the study showed the factor most closely linked to maintaining good health was supportive coworkers. So, as you tap into that extroverted energy to make a new work environment your own, use some to establish congenial relationships with your coworkers.

Remember: You are not just functionaries but real people who benefit from socialization. Don't wait for an engraved invitation. Get up, go over, smile, and say hello. No one will see you as bothersome if you start off with the most basic comments such as, “How long have you worked here?” or “What are your main responsibilities?” This is an unthreatening way to establish rapport and makes for a comfortable start from which you can graduate into other personal questions such as, “How was your weekend?” Take stock of the high performers in the office versus the office complainers and work avoiders. A good-natured and highly respected employee can be invaluable when showing you the tricks of the trade and how to avoid missteps.

Loneliness

It's perfectly normal to feel as if you are stranded on an island during the first weeks at a new job. This type of loneliness is a temporary state and has nothing to do with introversion or personality type. Even if you are making the effort to meet the staff, it takes time and experiences to form meaningful connections and establish comfortable interactions with fellow employees. Also, beware that some colleagues may have formed cliques. Don't waste your efforts trying to break into groups that have already established a strong bond; instead, keep your feelers out for someone who seems to click with you or reaches out to help you with a question or task. A friendly connection with just one person in the office can alleviate feelings of loneliness.

A gradual approach to cultivating relationships should appeal to you as an introvert, because it provides the opportunity to create far more meaningful connections than simply diving head first into the crowd. Conveniently, one of the best strategies to become an accepted team member fits perfectly with your nature.

During this period of job transition, reach out to family and friends for some extra support. No matter how much focus and time you devote to the new job's demands, continue to engage in those familiar activities and outlets that make you feel part of an established group or community. Friends and outside activities will reinforce your ability to successfully cultivate relationships both at your workplace and beyond.

Strategy Officer Connects With an Executive Leader

Marc had aspired to work at the Gates Foundation since graduating college ten years prior, so landing a job there as a senior strategy officer was a dream come true. His first few weeks on the job seemed to be going well, but he didn't feel that he was establishing strong relationships with colleagues or the executive team. Meanwhile, his boss was encouraging but occupied with multiple projects. As a person who naturally leans toward introversion, he began to retreat more and more to his office and felt increasingly isolated. He finally realized that he would have to fuel his social energy and make more of an effort to initiate conversation at work. Of course, this realization only heightened his concerns about fitting in, adding to his list of worries.

However, the next day he stepped into the elevator and noticed Henna, the deputy director of program advocacy, and introduced himself. From researching the senior team at the foundation, he remembered that Henna was a fellow alum of Indiana University. He mentioned this, which sparked an engaging conversation about their common experiences at the university. Then Henna asked Marc how he was adjusting to his new job and suggested that they go to lunch in a few weeks. She also offered to answer questions or provide any information about her division that Marc would find helpful. In this instance, Marc made a fortuitous decision to override the silence of the elevator and introduce himself to a senior executive, thus cultivating a relationship with an important professional leader and potential mentor.

Why New Hires Often Fail

A recent three-year study conducted by Leadership IQ, a global leadership training and research company, found that 46 percent of newly hired employees fail within eighteen months, while only 19 percent achieve unequivocal success.² According to the study, this failure is not the result of weak technical skills. The primary reason new hires fail is poor interpersonal skills because of their inability to manage emotions, reluctance to accept feedback, and lack of motivation and initiative. With these issues in mind, don't let yourself become a statistic. Use the power of your introversion to carefully listen and observe. Use your emotional intelligence, or EI (capacity to recognize your own and others' emotions), to communicate with colleagues and senior leaders throughout your crucial probationary period. Follow this seven-step plan, and you will be on your way to joining the successful 19 percent who move forward as valued employees.

A Seven-Step Plan for Success: The First Sixty to Ninety Days

Taking advantage of your personal style, you absorbed and learned how to navigate important aspects of your role and the workplace culture. You survived the first weeks of your new job, and now it's time to take a more active role. Your success in the first quarter of a new job will depend greatly on your ability to build effective working relationships with senior-level managers, colleagues, clients or customers, and support staff. Showing interest and initiative in assigned projects and specific responsibilities is equally important. Don't be shy about offering input and suggestions that may solve problems or promoting ideas that can further the success of the organization. Whether or not your contributions are adopted, you will begin to project yourself as an ally and committed team player.

Step One: Build a Relationship With Your Manager

Your number-one priority is to establish a productive relationship with your boss. As you get to know each other, find subjects in common that will help break the ice. Whether a hobby, children, sports, or theater interests, the most mundane topic can lead to chemistry that spills over into a positive working relationship. Maybe you share an interest in tennis or film, or have children of the same age. By establishing this kind of commonality, you naturally foster an easy and ongoing dialogue with your boss. You can then check in on your common interests at the beginning or end of meetings or stop by the office occasionally for a short chat. It is not expected that you and your manager will be best friends. Rather, aim to develop this delicate relationship with the goal of working together in ways that benefit the company.

Show Empathy

Managers have their own set of demands, ranging from creating and executing strategic plans to increasing revenue to ensuring that teams meet important project deadlines or quotas. As an introvert, you are sensitive to others' needs, so you can use this trait to express empathy with your manager. Reassure your manager that you are aware of the responsibility your new tasks hold, and you are willing to contribute toward accomplishing the same goals.

As you learn more about your manager's priorities, look for opportunities to provide support or assistance. If you are ready, you might offer to take something off your manager's plate or propose relevant suggestions that might prove helpful. Serve as a partner to achieve an important goal to show that you can be a positive force. This makes your boss look good and it establishes you as vital member of the team.

Freezing Up

If your reserved, introverted side takes over and you are nervous about what to say in initial meetings with your boss, tap into your curiosity in advance, and prepare some thoughtful questions about your responsibilities or the organization. This will both relax your nerves and leave a good first impression that you have been thinking seriously about your work. Ask your boss the following questions to help you understanding your role, your manager, and the organization.

What would you like me to accomplish in the first quarter?

What major challenges are you facing, and how can I help?

What are the most important lessons I should learn in the next few months to be successful?

What changes or current trends in the organization should I be aware of?

What types of issues do you want consultation or final approval on?

What other staff can help me get oriented?

What should I know about your work and management style?

Take Charge With a Hands-Off Manager

Managers are preoccupied and focused on a myriad of issues that existed long before you came on board. Your manager may have a deficit of attention when it comes to delegating responsibilities or ensuring that new staff are thoroughly briefed and oriented. In fact, your otherwise competent manager may not be the best communicator. Be proactive and ready to paddle your own boat when you sense that you are being left at sea. Determine if there are any basic tasks that need completing, and take the initiative to attack them on your own.

Once you have a better understanding of the manager's personality and priorities, and of the division mission and goals, suggest a project that you can pursue on your own. Use your ingenuity to determine how you can be of assistance. Every manager has an Achilles' heel—yours may not have the most robust skills as a facilitator or natural leader. If this is the case, your boss will be relieved to have an employee who is an independent thinker and offers ideas on how to help them and the organization. With a non-communicator, it's best to use an extroverted approach to ensure a streaming dialogue and maintain a connection in order to complete important projects or resolve dicey issues.

Step Two: Build Relationships With Coworkers

It is realistic to expect that some of the new coworkers to whom you introduce yourself may turn into lifelong relationships. You may even stay in contact with some of these supportive colleagues after you move on to other positions. To this day, I am in contact with several colleagues I worked with throughout my career. Their welcome expertise helped extend my career, while their emotional support was equally valuable.

Engage in the Five-Minute Conversation

As with many of the tasks mentioned previously, a sturdy framework for positive relationships with coworkers can be constructed with some thoughtful advanced planning. So take five! Five minutes, that is, to have a conversation with a few coworkers for a short chat. Stop by their offices in the morning, at lunchtime, or another appropriate time for small talk. Limit the discussion to noncontroversial or uncomplicated topics. If you aren't good at small talk, start with one of the three W's: the weather, the weekend, or the world—and avoid politics and religion. You don't want your attempt at reaching out to result in a burned hand. Very often, a brief visit and short chat can lead to a lunch or coffee get-together, or even an idea for collaborating on a work project.

Although in-person conversations tend to be the ideal approach for building relationships, you can also take advantage of social media to get to know a colleague. For instance, if you notice that a coworker posted a professional article or comment on LinkedIn or Twitter, you can show interest by responding to the post. This approach works well for a shy introvert who would rather initiate a connection from behind a computer screen. This often establishes the groundwork for an eventual face-to-face relationship in which one can continue the initial online discussion and form a more meaningful connection.

Balance Your Emotions

The first few months in any new environment can cause the adrenaline to flow and the ears to perk up. The key is not to appear defensive. Instead, minimize your fears by reminding yourself of past achievements and the fact that it takes time to adjust to a new work environment. If one of your coworkers makes a condescending or critical comment, stay calm even if you feel hurt and want to retaliate. Take a deep breath and realize this person doesn't really know you and may simply be the office nudge. Whatever the reason, too much speculation, however reasonable, can be debilitating. Bottom line: It is simply too early in the game to take anything to too personally. You are just not that important in the context of this new environment . . . yet!

After you process the interaction with the coworker, try to see the humor in the incident. Keep a wide berth from this coworker for a time and devote your attention to those who seem genuinely interested in their work and in getting to know you as a colleague. Professionalism, not feeding into office intrigue and drama, should be your mantra for the sake of your current and long-term career development. Focus on the pride and satisfaction in your work rather than distractions from interpersonal miscues. That will help take the edge off those initial, sometimes shaky, ninety days. Projecting a positive, willing attitude will be the best kind of invitation for coworkers to collaborate with you. Be the soul of optimism and you will build a bridge that reaches staff and coworkers alike.

Step Three: Build Relationships With Administrative Support Staff

Naturally, as a new employee working to perform your tasks effectively, you look for ways to demonstrate your capabilities to your boss and coworkers. Of course, it is only normal to want to impress those who are evaluating you. But don't overlook the importance of developing strong relationships with support staff. The receptionist, administrative assistants, and volunteers are great allies. If you show them respect, they can make your job easier.

Your boss and coworkers lean heavily on support staff for help in managing major projects and the day-to-day operations. Meanwhile, the administrative staff are in a front-row position to observe how you go about your work and interact with customers, clients, and other staff members. If you show signs of being unprofessional, they are also in a position to give their impressions of you to the boss. Create a harmonious relationship with administrative staff, and it's likely that they will support you in completing work projects and meeting crucial deadlines. Extend your goodwill to janitors and facility maintenance personnel for similar reasons, and because it is the sign of a decent and caring person.

Step Four: Meet Key Players

First impressions stick like glue. In the first quarter of your new position, make it your goal to get to know the senior leadership and star performers. Try to schedule brief informational meetings with key players to learn more about their roles within the company and how they put it into action. If you strategically set up less formal face-to-face introductions, this will be less intimidating than meeting them for the first time at a division meeting or large event. In keeping with your introvert's psyche, have relevant, appropriate questions prepared when you meet with any key leader.

These preliminary days provide a rare opportunity to employ your natural ability to listen and empathize, to learn how those above you reached their position, and what motivates and inspires them. It begins with that all-important first impression and verbal interaction. Remember: You can enhance this dialogue if you also discover something in common.

Questions to Ask a Key Player

What is your main function?

What are your major responsibilities?

How long have you worked for the company?

What do you enjoy about your work?

What are your major challenges?

Where do you see the company moving in the next five years?

What's your general advice on how to succeed in this company?

Step Five: Acknowledge Others

You have entered a new universe, so it won't surprise your boss, assistant, or colleague if you require some clarification or direction. Be up front about your desire to do the right thing the right way, and when a colleague or supervisor addresses your questions or offers a helping hand, be sure to express your genuine appreciation. After all, everyone likes to be acknowledged from time to time for a job well done. Compliment your boss if you were impressed by the way they spearheaded a project or handled a conflict. Similarly, let a coworker know how much you learned and were inspired by their patience and skill in handling a difficult client. Understand that these are not simply gestures; they are hallmarks of an employee who has character and a supportive spirit that recognizes the accomplishments of others. In short, expressing appreciation can be key to developing positive relationships in your office.

Step Six: Watch Your Communication

Your ability to interact harmoniously with others and express your thoughts and ideas in a cogent way will impact your success and determine how the staff reacts to you. Introverted energy can be an asset as you listen carefully to others and think before you speak. These positive qualities can help establish trusting relationships with senior leaders, coworkers, clients, and customers.

Meetings

In the first few months, the thought of speaking up at meetings and finding that perfect moment to communicate your ideas might seem risky. As a guide to organizing your thoughts, prepare in advance a short agenda or a bulleted list with updates on your projects or assignments. Include any ideas, concerns, or questions you have before a major staff or division meeting.

You may not be ready to volunteer information or answer questions at the first or second meeting, but you will eventually need to comment or offer an opinion. Of course, you don't have to be the first one to speak; it's perfectly fine to listen carefully and get a sense of the meeting's climate before you dive in. As you get to know the staff and become more familiar with the rhythm of these meetings, you will find it easier to participate.

Eventually, you will be asked a question or put on the spot for information that may leave you feeling flummoxed. But no one has the right answer on the tip of the tongue 100 percent of the time. You can always circle back to your manager or coworker with comments once you have had some time to review and reflect.

Emails and Texting

In the modern workplace, a great deal of communication is channeled through email. You are now more accessible than ever with the added pressure of responding to your sender's request as soon as possible. Since you are trying to make a good impression in the first ninety days, answer work-related emails promptly. And today, it's not just your inner circle of office staff with whom you need to effectively interact. You also want to make a good impression on customers or clients.

The content of your emails and texts should always relate to professional issues. Watch your tone, avoid slang and clichés, and never use email or text to sort out interpersonal or work-related conflicts. Sensitive issues can easily be misconstrued in writing and intensify misunderstandings. In cyberspace, nothing is truly confidential, so don't ever discuss legal or other highly sensitive matters through email or texts. It is crucial, particularly in the first ninety days, to review all messages carefully for content, misspellings, and grammatical errors, and to demonstrate a careful competence.

Step Seven: Appraise Your Own Performance

As you become familiar with the prevailing cultural norms and your designated responsibilities, take a personal inventory during your first sixty to ninety days that reflects your performance so far. Be honest, but also fair to yourself. Be sure to give yourself high marks for effort and credit for managing to survive the first month of your new job. Focus on your strengths and how you can capitalize on these to support the organization while furthering your career. Gauge your biggest challenges and identify ways you can fulfill these demands with available resources and the support of amenable staff.

SCORE: A Method for Self-Appraisal

I created SCORE to help my clients come up with an organized method for reviewing their performance in the first sixty to ninety days. SCORE helps you identify your strong points as well as the areas in which you can exercise improvement. It also helps you create an action plan for your new job by recognizing available opportunities and tapping into existing resources. Reviewing your self-assessment chart in Chapter 2 can give you some additional insight as you complete your self-appraisal and contribute to racking up a healthy SCORE. The process breaks down as follows:

S–Strengths: Identify your technical abilities, knowledge, and interpersonal skills that support the responsibilities of the position. What have you accomplished so far that tips the scales in your favor and has established you as a go-to employee?

C–Challenges: List factors that deserve your attention and the knowledge needed to cultivate further success. Highlight potential conflicts that might develop with colleagues or managers, and concerns you might have regarding projects or basic responsibilities.

O–Opportunity: Envision work projects or tasks that interest you. What are some of the evolving and creative ways that you could add value to the organization and continue to build your brand?

R–Resources: What people or resources are available to help you achieve and succeed? How might you benefit from the expertise of specific senior leaders and pertinent colleagues? How can you bring your external professional network into play on your path to success? Does your database require updating? What about financial resources? Do you need more funding for an ongoing project?

E–Evaluation: Summarize and evaluate what priority in the immediate future would help you succeed in your new job. Set priorities and create an action plan.

Lucinda Uses the SCORE Method to Determine Her Focus

Let's examine how SCORE helped Lucinda assess her performance and challenges, leading her to single out projects that support the mission of the organization. Lucinda accepted a position as director of community relations for a large retail chain. She made it through the first thirty days observing, asking questions, taking on basic responsibilities, and figuring out how to fit into the culture of her new organization. When it came time to move forward with certain projects, however, Lucinda felt unsure about where to start and how to fire up and manage her small staff.

Lucinda had several projects and programs on her plate, including the company's sponsorship of one of the largest 6K runs in the city, an employee volunteer project, and the company's charitable giving program. Although Lucinda tends to be reserved, the time she spent getting to know staff members using her keen observational skills served her well. Lucinda discovered early on that the company faced some morale issues and programmatic challenges. The employee volunteer program, for example, was a sticking point because it had not been successful in the past. And although the company was sporadically involved in charitable giving, there was no real established philosophy or ongoing strategic plan for philanthropy. These demands, among others, excited her sense of challenge, but also caused her to feel unsure about where to channel her energy for maximum effect.

Using the SCORE method, Lucinda was able to make the most of her introverted energy to think through the nature of these new demands, as well as possible remedies for the challenges presented. By calmly channeling her methodical thinking skills, she designed a realistic plan that would help her determine which projects to pursue. After coming up with a reasonable strategy, she moved on to the last stage of SCORE, implementing her action plan.

See how Lucinda broke down the elements of the SCORE process and how her strengths, challenges, potential opportunities, and available resources all led her to a forward-thinking evaluation.

S–Strengths

Cultivating relationships with staff at all levels and diverse groups in the community.

Thinking analytically and strategically.

Developing and implementing projects.

Creating and executing new programs.

Working with the media.

Creative thinking.

Researching and synthesizing information.

C–Challenges

Where to start and prioritize tasks.

How to motivate staff to work on employee volunteer program.

How to design and work with executive team to develop charitable giving strategy.

Manage large breast cancer 6K run.

Build relationships in the community.

O–Opportunity

Employee Volunteer Program: Evaluate key problems and rebuild the program. This will help the company's community image and offer a rewarding experience for employees, which will also enhance the organization's morale.

Strategic Plan for Charitable Giving: I believe that this is at the heart of the job. I can help the organization create a vision for this program that will allow me to educate and work closely with senior executives to benefit the local community.

R–Resources

Meet with a colleague in my network who has experience in my field.

Schedule time to meet with company leaders in human resources and marketing.

Review data on past events and programs.

Schedule meetings with leaders in the nonprofit community.

E–Evaluation

After an overall assessment of my personal strengths and the challenges presented, I pinpointed two projects that would benefit the organization and use my talents:

1. External Community: Charitable Giving Plan
2. Internal Community: Employee Volunteer Program

My goal is to set up a meeting with my boss (the vice president of communications) to present an agenda that features my project initiatives. To ensure a productive meeting, I will prepare an outline to guide me through my discussion with the vice president.

Outcome

Lucinda met with her boss, who was enthusiastic about her ideas regarding the two projects, but concerned that Lucinda might be taking on too much. Her boss recommended that she focus her energy on the strategic plan for charitable giving. He also offered valuable suggestions as to how to approach the senior executive team regarding envisioning and inaugurating a strategic plan. Lucinda was excited about the encouragement she received and requested that they meet on a regular basis so the project could benefit from her boss's continued insight, advice, and expertise. Linda's thoughtful preparation helped her attain the boss's support, resulting in an opportunity to move forward on a major organizational priority.

An Alternate Ending

Although the scenario between Lucinda and her boss had a favorable outcome, you may encounter a situation in which your new boss is skeptical about your readiness to proceed on a project or take on a responsibility. To increase the chances that at least one of your ideas gets approved, come into the discussion with two or three viable options. Put aside feelings of dejection if your manager nixes your idea completely or feels it may be too soon for you to handle ambitious projects. Don't give up. Move forward with a positive attitude about your existing responsibilities and prove you're a high performer. Continue to collect data, or read up on current relevant trends, then present your idea in a new framework at a later time. Time will establish trust based on your work ethic and performance. And your additional research may provide the hard data needed for a “Yes” instead of a “You better wait on that.”

The Extroverted Manager

Energetic, talkative, and highly engaged in conversation, an extroverted manager can seem overpowering to your cool and reserved nature. But try to expand your thinking about extroversion and embrace your differences. Even if you aren't ready to respond to all of your manager's talking points, your facial expressions and active listening should show that you are paying attention and are ready to cooperate. An extrovert may feel uncomfortable if you are verbally nonresponsive and may mistake you for aloof or passive. Keep in mind that extroverts tend to talk and think at the same time, and easily take initiative. These qualities are helpful because they guarantee a substantial response to your questions or concerns.

To successfully work with an extrovert boss, take the initiative to update him or her regularly—don't wait for requests to check in about what's going on. And avoid long emails; extroverts would rather talk it out than respond with an equally long missive. When you do meet with an extrovert, preparation will help you overcome uncertainties. Plan ahead for what's on your mind; jot down some notes or create an agenda in advance. Pose direct questions on issues for which you need answers. This will prevent a mind freeze from the avalanche of your boss's verbiage and keep you from disappearing into the depths of the discussion. Your boss will appreciate your readiness by your thoughtful commentary and questions.

Depending on your comfort level and the extent to which you have connected with the new boss, you can share aspects of your introversion that provide a better understanding of your communication style. Let your boss know that you may seem quiet and a bit reserved at times, but this doesn't indicate your disinterest. Open up about the fact that you tend to process important issues first before putting them into words, and that you work carefully and methodically. Remember: A good manager wants to know the best ways to work with an employee, too. An honest assessment of your personal style may help your boss refrain from pushing too hard for an immediate response or quick, frantic action. Understanding each other's working tempo can lead to both an easier relationship and workplace success.

Gig, Solo Practitioners, and Virtual Workers

If you work virtually, getting to know personalities that work around you in cyberspace can be challenging, and it might be difficult to bond with your boss, coworkers, and clients. This is where the accelerated age of technology rears its head again. Even when you work solo, you can still build rapport with the people in your organization and connect successfully with clients using the endless tentacles of technology in a creative way. You can achieve this by following many of the suggestions in the seven-step plan. Introverts can be seduced by the peace, quiet, and solitude presented by working on their own, but this kind of seduction comes with the potential pitfall of becoming out of touch and isolated.

Cell phones and email provide a forum for discussing relevant issues and keeping important work contacts up to date. Introverts tend to thrive on face-to-face contact, so if you favor this type of communication, use FaceTime, Skype, and web conferencing to see each other's faces and get a better idea of who you are working with. Even though you are not on-site, you can resolve any conflicts or misunderstanding through direct conversation using a mobile device.

I once met a contract worker who formed a web group called “office time” with fellow contract workers. They meet virtually on the web once or twice a week, so although they are physically in different places, they work and chat with each other in an attempt to duplicate the in-person office experience.

Kendra Takes Steps to Fit In at Her New Job

Kendra was a successful graphic artist at a small advertising agency, but despite many positive factors, the company offered no opportunities for advancement or contribution to larger-scope projects. These dead-end realities spurred Kendra to look for more challenging positions, and she quickly landed a job at a large corporate advertising firm as the senior graphic designer.

After her initial optimism and excitement, she felt deflated by various obstacles to fitting into this new culture and the daunting task of designing projects for Fortune 500 clients. By the time Kendra contacted me for advice, she was convinced that she was faltering and would never make it on the big stage.

The first step was to help Kendra recognize that some anxiety and uncertainty are normal during a transition period. Kendra deserved the luxury of slowing down and letting time perform its magic, then taking gradual, small steps along this very new path. To rebuild her confidence, we shifted the discussion to focus on her past achievements. Then we came up with a strategy that would help her relax and feel more at ease in her new work environment.

Accomplishments

Kendra was the recipient of a design award in college and, more recently, a national award from Graphic Design USA. To put her present circumstances in perspective, we reviewed her relationships with the previous employer. Kendra acknowledged that she worked harmoniously with her colleagues and that her design work was so effective that clients often requested her to work on new projects.

Current Challenge

To adjust to the fast-paced, outgoing culture, she had to embrace her introverted style while introducing some extroverted actions. Kendra was freezing up at meetings and felt unable to contribute or generate ideas in sessions with colleagues and senior staff. These first meetings gave her a sense that she didn't belong, leaving her feeling unnerved and immobilized.

I suggested that Kendra not worry so much about pouring forth ideas just yet. Instead, I recommended that she use her introverted style to pose relevant questions that would help her develop an understanding of project goals and elemental issues. By asking these questions, she would be able to speak up and show interest.

At the next meeting, Kendra exercised active listening and injected pertinent questions into a brainstorming session for a new client's project. This exercise allowed her to have a clear picture of the project's demands and goals. After the meeting, Kendra reflected on the project and came up with a design concept. She showed the design to her boss, who was so impressed that he asked Kendra to present her graphic at the next staff meeting. After the initial “yes” moment, however, Kendra felt a new form of anxiety as she contemplated the reality of making such a bold presentation to the staff.

Outcome

To allay her anxiety, I asked Kendra to consider her coworkers and tailor her style of presentation to what she had learned about them so far, as well as to the client's goals. Kendra came up with a creative digital presentation narrating a story about the graphic that she believed would appeal to the client. I also encouraged Kendra to make a short list of bullet points that she could refer to if she lost her train of thought during her presentation. Despite her initial nail-biting, the presentation came off brilliantly, and she basked in positive feedback and compliments from the staff.

This early victory marked a major step toward solidifying good relations with her boss and colleagues. To reach this result, Kendra embraced her introverted strengths while exercising extroverted skills, such as showing interest in staff meetings by asking pertinent questions. These skills allowed her to take reasonable risks that yielded a significant reward in the end.