Value Add - New to a team, here's a fool proof way how.

I am often asked, how can I add value when I join a new team. Some ask, should i just try to fit in, sit back and just follow them; but doesn't that waste my experience? Or do I show my new team members the error of their ways and what I believe they do wrong... but won't that turn team mates into personal enemies?

A common challenge when joining a new team is understanding the existing culture, workflows, and dynamics without immediately imposing your ideas or seeming to criticise. Having made this mistake, repeatedly, in the past, I have learned that the best way to add value as a newbie is to observe first, ask questions second, and take action third.

Step 1; Observation and Documentation

Whenever I join a new team now, I start by keeping a list. My list is straightforward and over my first two weeks, I write down everything that seems unusual or puzzling, aiming to capture all those "Why that way??" moments without voicing my thoughts immediately. I don't attend meetings and start pointing out issues, nor do I complain about processes. Instead, I focus on listening and observing, getting a sense of the team's habits, rituals, and pain points.

During this initial observation phase, I also make a note of any tasks or areas where I can potentially make a difference, especially where I believe my way is better than their current way. This might be a broken process I can fix, an unclear communication pattern that I can smooth, or a common frustration among team members that i can relieve. My aim is to build a comprehensive picture of the team's dynamics and identify places where my contributions could have a positive impact.

Assess my "why that way??" List

After my two-week observation period, I evaluate my list to understand which issues are worth pursuing and which ones I can disregard. I use a set of questions to assess each item on the list and decide if it's something that needs further investigation or if it's a common practice with a rationale I might not yet understand. The questions I ask to determine which items to cross off are:

1. Is there a good reason for "Why this way"? Some practices may seem unusual but have a logical explanation once you understand the context and the outcome. Before jumping to conclusions, I ask team members why certain things are done the way they are. This often leads to enlightening conversations about team history and challenges.
2. Is the team already working on a Solution? Sometimes, what appears to be an overlooked issue is already on the team's radar, with a plan in place to address it. Knowing this helps me avoid redundant efforts and focus on other areas where I can make a difference.
3. Does the team care about it? Not every problem is a priority for your new team. If the issue isn't causing significant disruption or impacting team morale, it's usually best to let it go. Bringing up minor issues can make you seem nit-picky or seem overly critical or irrelevant issues.
4. Is it easy to fix? Certain problems have straightforward easy solutions. If I identify an easy fix, like updating documentation or correcting a small error, I take care of it myself. This approach demonstrates initiative and contributes to the team's overall productivity.

Step 2; Curiosity Builds Credibility; ask pertinent questions empathetically

With my refined list of "why that way??" issues, I start building credibility within the team. This involves engaging in conversations with team members, asking questions, and showing genuine curiosity about their work. I don't aim to be the loudest voice in the room or the one with all the answers. Instead, I focus on being a good listener, asking thoughtful questions about outcomes, processes and resources, and showing respect for the team's existing knowledge and expertise.

As I explore the reasons behind the issues on my list, I often find that some problems persist due to one of the following reasons:

1. They haven't noticed it. Teams can become accustomed to certain inefficiencies or problems, especially if they've been around for a while. By bringing attention to these issues, I help the team recognize areas for potential improvement, where theres motivation to improve.
2. The team has gotten used to it. When people work in the same environment for a long time, they can become desensitized to certain problems, especially if the reasons for a unique approach has disappeared over time. Highlighting these issues can be the first step towards change.
3. The problem is relatively new, and the old problem it replaced was much much worse. Sometimes, what seems like a problem is actually an improvement over a previous situation. In this case, it's important to understand the history and recognize that the team might be in transition. You can use that momentum to assist them move to a better end point.
4. They don't know how to fix the problem. Teams may be aware of an issue but lack the skills or resources or time or experience to address it. This can be an opportunity to offer solutions or connect the team with the right expertise.
5. They've tried to fix the problem before and failed. Past failures can lead to a sense of resignation. By understanding why previous attempts didn't work, you can help find new approaches that may be more successful.

Step 3; Collaborating for Solutions

After establishing some credibility within the team, start collaborating with team members to find solutions to the issues on your list. This involves identifying one or two problems that have been bothering the team for a while but have relatively simple solutions. By focusing on these smaller, solvable problems, you can make a positive impact without overwhelming the team.

Also start engaging with your manager to discuss observations and get their input on the best way to proceed. These conversations helps to understand their priorities and concerns, allowing alignment of efforts with the broader team goals. You could ask your manager questions like:

1. Am I on the right track with my observations? This question helps validate understanding of the team's dynamics and ensures you're not missing any critical context.
2. Are there specific areas you'd like me to focus on? Managers often have a broader perspective on team priorities. By asking this question, you can align efforts with their expectations.
3. Is there anything you'd like me to avoid? Understanding what not to do is just as important as knowing what to do. This question helps steer clear of potential pitfalls.
4. How can I best support the team's goals? This question demonstrates commitment to contributing to the team's success. It also helps identify areas where to add the most value.

These conversations with your manager and team members are crucial to build trust and establish yourself as a problem-solver rather than a complainer. By focusing on curiosity, collaboration, and respect, you can create a positive impact on the team without causing unnecessary disruption.

Tackling Bigger Challenges

With the initial easy fix issues addressed and some credibility established, now start exploring more complex and challenging problems. These are often the issues the team knows about but is hesitant to tackle due to technical complexity or interpersonal dynamics. At this stage, you focus can shift from small fixes to broader changes that can have a more significant impact.

Continue to work closely with your manager, discussing the list of ongoing issues and getting their input on the best approach. This collaborative approach ensures that you're aligned with the team's goals and have the support needed to address more significant challenges.

By following this structured approach, which takes time, your aim is to build a reputation as someone who helps solve problems and contributes to the team's success. This reputation not only helps add value as a newbie but also sets the stage for long-term growth and success within the team and organization.