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Archives for April 2022

Helping a New Team Member Settle In

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I went into the office for the first time last week. I’ve been working from home since that fateful day in March 2020, when my manager called and said, “Don’t come in this week.”

When a resource joins your team halfway through the project, it’s not possible to “hit the ground running” unless you give them a solid surface first.

Life has been shaken and stirred since the last time I had to commute. And for me it also meant a new client, with new projects and a new office.

I admit, I was a little nervous. Would I find my way there…and around the campus? Where would I sit? Who would I see? What are the expectations for eating at my desk, talking within the group work area, and conference calls? Finally, how long does everyone stay at the end of the day?

So many worries!

Everything turned out fine, of course. But it started me thinking about how a new employee (or contractor) feels when they join your team.

If it’s a brand-new project it’s a bit easier, as you can start with a kick-off. Everyone is starting fresh, and you make your way forward together.

But if your resource is joining in the middle of the project, especially if they don’t know anyone or they’re new to projects in general, it can be more nerve-wracking. Not only are they worried about the logistical pieces (see above!), but they may also wonder if they’ll fit in, how much they’re expected to know already, and whether they’re going to fail miserably!

How can we help our new team members handle the pressure and settle into their role?

  • First, have as much logistical information as possible. This may seem counterintuitive, but helping someone new figure out where the coffee machine is (and how to use it) will give them a sense of control, however small. And from there they can move forward.
  • Next, let them know what to expect during the first few days. Your new person may be wondering if they’re getting a laptop, if they’re supposed to concentrate on taking all the training assigned to them, or if you expect them to start diving into action items right away.
  • If there are a few key people in the organization—maybe an admin who knows how to navigate the operational waters—introduce them! Perhaps go a step farther and ask one of the go-to resources to keep an eye out for your team member. Most people feel good about being asked!
  • Finally, be patient and answer all their questions. Remember that you’ve known Sue in Accounting for years, but someone who just started may not remember if it’s Sue or Susan…or Sam! They’re going to slip up. Be there to help, even if you’re busy.

I consider the first month of ramp-up time for a new resource as having a “puppy license.” This is the time when they’re drinking from the fire hose, their head is spinning, etc. Encourage your new resource to take advantage of this time to ask questions and meet as many people as possible. Because that time is all too short. You’ll need them to start taking control of their own meetings and schedule soon, rather than relying on you to guide them.

One final thought about helping someone transition in. The best way for them to realize they’re not the “new guy” anymore is to connect them with someone even newer. You may not have another new person (bonus if you do), but when your resource becomes the one with the answers, their view of where they fit in the team can shift in a big way.

All Metrics are NOT Created Equal

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Your data can show just about anything. But how do you know you’re showing the right data with the right amount of detail?

Mark Twain was fond of the saying, “There are three kinds of lies: lies, damned lies, and statistics.”  These words are as true now as they were back in the 1890s.

Living in this information age is incredible. There’s no waiting for another team to calculate and then hand over results. You don’t have to guess anymore—you know. This independence grants you both speed and security in your decisions.

With so much data available, and a myriad of ways to analyze it, it’s ridiculously easy to create the exact metrics you need to prove any point. You need no more than Excel to produce a compelling data story.

This, of course, adds amazing value to your project. You can spot trends in an instant and use a chart to make the impact hit home with your executives. Compiling results data and using it to determine the success or failure of testing takes seconds instead of days.

  1. It’s easy to slip into a pattern of going for flash instead of substance.

I’ve seen plenty of Project Management presentations showing colorful, complex charts with lines and bars…in 3D. Super cool. But I haven’t the slightest idea the point they’re trying to make. Lots of glitter with no substance.

To combat this, constantly remind yourself who you’re presenting to. I don’t know many executives who are impressed with flash. The easier you make it for them to understand the bottom line, the more you really will impress them. So, unless you’re presenting a new advertising campaign, all your design efforts should go into honing how to easily communicate your point.

2. We can make the data say pretty much anything we want.

It’s a matter of perspective. We can make a 1% increase look big or small, depending on the overall volume. Your judgment here is critical. If you’re concerned about a 1% increase, what other data supports the larger impact? Thinking through the supporting data will do more than help present your case: it will help you determine whether the change is as relevant as you initially thought.

Your stakeholders, including your team, aren’t going to know all the data available. They are trusting you to give them the information needed to move forward. What will best support them in their role?

When you are alone at your desk, take some time to play around with the data. Ask yourself questions like these:

  • What can I use to show a mitigation is working?
  • How can I prove out our success metrics?
  • How do I show the risk vs. reward of a decision?
  • What are my sponsors’ biggest concerns, and can I validate our solution?

This broad knowledge base will do a few things for you. First, it will give you a feel for the data available, and what’s useful and not. Second, when it’s time to answer a question or make an important point, you’ve already done half the work.

Keep in mind the goal of your project, and always focus your metrics to that end. I don’t mean to show the project is amazingly successful if that’s not really the case. Your job is to cut as clear a path to your goal as you can, and that means being honest about the backslides as well as the surges forward.

Finally, don’t discard a super-cool graphic just because it is flashy. Maybe a 3D chart is exactly right to help your team understand a trend on your project. Just consider the sparkle a bonus, instead of the heart of the communication.