First 90 Days - Help! This isn’t what I signed up for

Starting a new role at a new firm and getting the nasty shock that things aren’t quite what you signed up for is, thankfully, not a common occurrence. However, it does happen, so it’s certainly worth knowing about because it’ll determine the actions you take and the question you ask as you’re accepting an offer and joining a new firm.?

So, how does this happen? What can you do to avoid it happening, and what do you do if it does?

The issues to consider are:?

• the actual role
• the culture
• the real value led behaviours of the team and colleagues
• the systems, and
• the resourcing.

If one or more of these is off, then there’s a problem. We, I think, all understand that nothing is perfect and compromises have to be made. Now we’re into a discussion about what you are and are not prepared to put up with. There are a few reasons this happens and some ways to avoid it.?

Scenario 1. Misunderstanding.?

It’s possible that during your interview process there’s a fundamental misunderstanding between you and the hiring firm. They believe that they’re being really clear about what they need you to do for them, how it will be measured, and what the timeline for achievement is. Equally, you think you understand what they want. However, the conversations aren’t crystal clear, perhaps nothing is spelled out on paper, and no one has clarified and verified with any precision. Your interpretation is different from theirs.

Scenario 2.?

Lack of critical thinking and due diligence on your part.?

I’ve written about this before and the fact that, even the most accomplished professionals can be so keen on ‘being successful’ at ‘winning’ the job, they stop thinking critically. They forget to ask incisive, pertinent questions. They don’t do their due diligence or meet with people who’ve worked for the firm previously. They don’t speak to any of their clients. They don’t have informal chats with future colleagues in a non-interview context. As a result, they join only to find that the reality is less than ideal. They don’t want to have to walk away.

Scenario 3.?

The old switcheroo!?

You might think that this is very unlikely but I can assure you that I’ve seen this happen more than a couple of times. Prior to joining, you’re crystal clear about the role and deliverables, etc. You do clarify and verify. You do extensive due diligence. Upon joining, you’re told that you’re no longer going to be doing the job you signed up for. Instead, they have a team or department that’s in trouble or is under-resourced. They need you to join it and, if you’re a manager, turn it around. You naturally feel that you’ve been misled, but what can you do??

The solutions to consider are:

• Do ensure that you really do understand exactly what role you’re committing to and the deliverables expected.
• Do thorough due diligence.
• Know where your tolerances lie and what you’re prepared to compromise on. Again - nothing is perfect, which is important to bear in mind.?
• If the job has been switched on, work out if you have a chance of being successful or is this new role in an area that’s fundamentally broken. It might be that there’s no realistic plan with proper resourcing and management buy-in to make it work. This may be tested by presenting to the relevant leadership team an assessment of the situation together with a plan of action to fix it with the required budget and headcount. If you don’t get buy-in, well now you know.
• Just to emphasise that management buy-in point. Ensure that all the leadership is agreed that the role is necessary and that you’re the right person. I’ve seen examples where the new person has been undermined upon arrival by a senior leader who has an agenda that isn’t aligned with the reason for the hire.

If it really isn’t what you want to do and it has no hope of working, then you might have to consider leaving and re-booting your job search. When the issue of why you left so soon comes up in a future interview, you can have a well considered answer ready.

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