Settling Into a New Job: Asking Good Questions and Building Relationships

As public health professionals begin to consider their future in the wake of the COVID pandemic, many will find themselves in new positions or in a much different version of their current job. As noted in a prior Management Moment column,1 many suffered from the stresses of working during the COVID pandemic with attendant symptoms of stress-related disorders which have persisted for many months. As a result, many have considered transitioning into a new or different position in recent months and may have followed some of the steps noted in an earlier column focusing on the transition process.2 In this column, the early phases of settling into a new position and "getting settled" will be discussed. In doing so, a few suggestions will be offered in an attempt to foster a successful transition for public health professionals during the first 6 months of a new job. To a limited extent, suggestions from an earlier column on this topic3 will be revisited in light of the substantial evolution of public health practice over the years since that column was published in 2013. Further, we encourage the reader to refer to Daly and Watkins' timeless classic—The First 90 Days in Government which contains many "pearls of wisdom."4 The suggestions noted in the current column apply to the individual who is entering a new job. In addition, employers should offer a well-organized approach to onboarding a new employee in ways which support that person and compliment the approaches noted below. The First 3 Months—Asking Good Questions and Developing New Relationships Often, when one enters a new job, the tendency is to simply "get to work" doing the specific tasks associated with a new job. Obviously, depending on the situation, that must occur. In the current world of public health practice, there is no "honeymoon period." Nevertheless, those who are starting a new job can be intentional in taking advantage of their "newcomer status" by asking good questions and developing new relationships. Asking good questions In keeping with the maxim that "there are no bad questions," those in a new position should follow established guidelines5 on how to actually formulate a good question and then use their set of "newcomer questions" whenever it seems appropriate. A few examples are: Why are we doing this? What has worked in the past? In what ways are we improving and learning? Developing new relationships As one begins a new job, one should keep in mind the maxim that "relationships are primary, all else is derivative." Also, "you never have a second chance to make a first impression." Therefore, a few approaches can be considered. Coworker Relationships: In the process of settling into a new job, coworker relationship building is central to long-term success. Asking certain questions of each individual team member can strengthen that relationship and deepen one's understanding of key insights and motivational factors. These questions might include: What motivates them to come to work every day? What do they most enjoy? Looking back over the past year or so, what are they proudest of? What are their 2 to 3 greatest challenges? How are they supported, by whom, and in what ways? If they could change one thing about the work situation, what would that be and how might it be done? The "Boss": Cultivating a strong relationship with a new "boss" is also central to success in a new position. In addition to questions noted above, one can consider a few other questions which relate specifically to one's relationship to that person: What does success look like to him/her in the months ahead? What are the critical success factors in achieving that success? What information does he/she need along the way? How can he/she help to overcome obstacles to success? How will we celebrate and when? Avoiding pitfalls and enhancing influence All too frequently, people may come into a new job and try to quickly make an impact by changing things or proposing new ways of doing things. This can frequently cause friction and create resistance from people that have been in the organization for a long time (and may even be the sources of problems). Therefore, in addition to the questions that are offered above, "newcomers" should settle into a new job very gently and avoid the pitfall of offering advice prematurely before they establish themselves by asking good questions and listening well. Once one begins to understand the new work environment, their ability to influence others to consider new approaches may be better received. Being able to read the room is a key skill for anyone coming into a new job during these first months. During this period, one can then cultivate the skill of tactfully recommending changes in collaboration with others. This approach may yield more receptivity than prematurely attempting changes or proposing new approaches which have not been adequately socialized within the organization. Review of the first 3 months By pausing at the end of the first 3 months and taking time to reflect on the experience, one can lay the foundation for future progress. Ideally, this should happen while the experience is still "fresh." If one fails to do so and waits too long to reflect on those early days, clarity is often lacking. So, taking stock of the first 3 months soon with a few questions can be of unique value: (a) What have I learned about myself? (b) What have I learned about and from my team and my boss? (c) What have I learned about the systems which support our work? (d) What do I want to be proud of over the next 3 months and the coming year? and (e) How should we celebrate when that happens? Reflection at the End of the First 6 Months Although one will be able to assess how things are going in a new job along the way, it may be useful to carve out time at the end of the first 6 months to consider a few fundamental questions. Often, seeking out a mentor or coach to serve as a sounding board may add value to this process by sharing one's reflections on questions such as these: (a) Is this situation a good fit for me? (b) How am I growing and learning? and (c) What processes and which people are facilitating my learning? Summary In today's turbulent world of public health practice, many professionals will seek out new opportunities to serve the health of the public. Adopting a few intentional practices during those first 6 months in a new job can often set the stage for ongoing success in the months ahead. Enlisting the support of a mentor or colleague as one commits to exploring the questions offered in this column can be of value. Adopting the approaches offered here to reflect on the first 6 months of a new job may well position the public health leader for greater growth and development along their career path for years to come.