Strangers in the Workplace

Greetings. Most of us enter the workplace as strangers, unless we were one of the founders of a brand new company or we joined an established organization where we already had a number of friends. As strangers we faced the challenge of getting comfortable, fitting in, and, we hope, making a difference. And our organizations faced the challenge of helping us to get comfortable, fit in, and, they hope, make a difference. But they also face the opportunity of quickly creating involved and committed team members. And if they understood the real power of strangers, they would be way more successful.

I remember the first day when I arrived to start a strategic planning project with a brand-new customer who was trying to figure out how to stand out in a very crowded marketplace. I was certainly a stranger there, except to the people who had interviewed and hire me. But as a consultant, I typically begin every assignment as a stranger, and one of my initial goals is to quickly understand the customer’s world as I build a set of meaningful relationships. I have a real advantage because my role gives me access to almost everyone, which isn’t the case for most new employees.

While I was waiting in the reception area prior to my first set of meetings, I met a young man named Jeff who was there on his first day to start a new job. After signing in, he was met by someone from human resources who gave him his employee badge and laptop and took him to his full-day new employee orientation—the first stop in what he hoped would be a long and successful career. And maybe it will be. But I recall seeing him several times in the weeks that followed—passing by his workspace, or running into him in the break room, on the elevator, heading out to lunch, or sitting at the back of the room during an “all-hands” meeting. Each time I asked him how things were going, and each time he gave me the same answer: “Okay, I guess, but I don’t feel very connected here. Maybe it’s just something that will take a while.”

“Kind of strange,” I thought to myself. I had found him, in our brief conversations, to be friendly and interesting, if somewhat reserved. But he had apparently been left on his own to accomplish the work he’d been hired to do—work that he might be uniquely qualified for but that certainly did not get at the heart of who he was and his full potential to make a difference. And I started wondering a few months later if he and his company had missed the chance to connect in some meaningful way, and whether we allow too many of our colleagues to become strangers in our companies and organizations. Strangers because we choose to treat them that way. This may not happen in every workplace, but it does in many of them, and especially in larger organizations where it’s easier to get lost in the shuffle.

I also thought about the reality that we don’t always find the time to let everyone know that they really matter. That we will never reach our full potential without them. That everyone’s job is just as vital to our success—no matter how long they’ve been here or what they do. And that everyone has a lot more to contribute to our success than simply going through all of the awesome stuff in their in-boxes.

And that in order to build organizations and cultures that can consistently innovate, collaborate, and bring real excitement to the customers we have the privilege to serve, we must find better ways to engage and inspire all of our people from the moment they arrive. And better ways to discover their real gifts and passions.

Corporate employee

We win in business and in life when we make the effort to welcome and connect with, and learn from, all of the strangers who enter our lives on the lonely and awkward day when they arrive.

Cheers!

Dis-Oriented

Greetings.  Even in our challenging economy, companies and organizations are bringing on new staff and hoping they'll be able to make a difference as quickly as possible.  But all too often they begin these new and important relationships with an old and tired idea–orientation.  The practice of bringing new employees into the fold and making them fine, upstanding and highly-productive members of our tribe in as little time as possible.  After all, time is money and we would have never filled this position unless we were desperate to get a pile of work done.  And so our ancestors invented "orientation" as the fastest way to get the new folks up to speed on what our organization believes in, what we actually do and exactly how we do it.  Let's show them our way–which is obviously far better than the way they did things at the old company or, for that matter, at any time in their life before they lucked out and got a job here.  Otherwise, why in the world would they ever have joined us.  

But what if its not far better?  In fact, what if we are down-right mediocre at some things that really matter?  Then wouldn't it be far better to have them orient us?

New employees are an amazing gift!  They show up with new enthusiasm, energy and a burning desire to contribute and add value.  They also arrive with new ideas and fresh perspectives based on a new and different set of life and work experiences.  Ideas, perspectives and experiences that could actually make us more successful.  But instead of quickly celebrating and tapping their differences, all too often we race to make them just like us.  And orientation becomes the first step in sucking the genius right out of them. 

Doesn't it make more sense to find out what they know and how we look through their eyes?  If so, its relatively easy to do.  Because after they complete their forms and get their ID badges, we can send them off to explore our business without any preconceived notions.  Talk to anyone they'd like, including the CEO.  Attend a few meetings of their choosing.  Visit departments they will need to collaborate with. Ask a bunch of thoughtful questions.  Wander around to see us in action.  Then come back and tell us their thoughts on what we seem to know and do very well, and the areas in which we seem partially or totally clueless. And in the process, we will have begun to demonstrate our interest in their ideas and commitment to their success.

We win in business by combining our best thinking with the genius of new people and new ideas.  New hires are one of the most powerful ways to keep us fresh and young in mind and heart–even when they arrive with decades of experience.  

Think about the way that your company or organization orients new people.  Is it the best way to unlock genius, innovation, customer value and business success?  Or is there a way that is simply better?  

Cheers!