As appeared in

Healthcare Executive

September/October 2005

Getting a Running Start

A Primer on Successful Job Transition

Barry Cesafsky , CHE

Reed Morton, Ph.D., FACHE

You are about to start a new job. Before that critical first day, you think that you have done all your homework by researching the company extensively and learning about the new organization. You feel you are ready to jump in feet-first. However, you may have missed key opportunities to prepare yourself for this new position. Given that the first six months in a new position often sets the tone for the rest of your tenure at an organization, it is critical to start out on the right foot. So if you are in the market or starting to think about changing positions, here are some strategies for a successful beginning at a new job. While some of this advice may be appropriate for the high-level executive and some directed more towards the mid-level manager, all new employees should enter into a new position with a running start!

Preparations: When Do They Start?

Many people begin to prepare as soon as they learn that they have been hired, however, this is too late. Yet, there are important questions to understanding what you might be facing when you start your new job. Start to prepare for a successful transition during the interview process. Find out the context in which the job became available. Get an idea of why the position is open. Ask to review relevant information such as the organizational financials and budgets. Depending on where you are in the interview process, you may even get access to recent executive team minutes despite their confidentiality.

How you came into your position will play a role in your transition into the job. Consider how you were hired and why they filled the position the way they did—how you enter an organization may translate into the way you will be welcomed by others. Were you placed by an executive search firm? If so, the recruiting firm should prepare you for the culture, climate, challenges, and environment in which you will enter. Were you hired via some personal or professional relationship? Or, did you go through human resources after sending in a resume? Think about who gave you the offer: the Board, a search committee, or the CEO?

Other Entrance Factors

You will also need to consider whether you are coming from outside the organization or changing positions from within. Each route has its own strengths and weaknesses depending upon your new capacity. For example, if you came up the ranks, you are familiar with the climate. You are seasoned, socialized, and acculturated. But are you too wedded to the old ways of the organization and not open to moving the company where it needs to go in the future? Some executives find it easier to affect change if they are new to the organization. As a new entity, you are not held back by preconceived notions about what may or may not work—you are free to try new and different strategies to transform the business. If change is expected, show your openness to learning diverse perspectives and new ideas.

Informal vs. Formal Acculturation Process

To successfully integrate yourself as a new employee, you should understand the formal rules, regulations, and structures, as well as the informal culture that exists. The informal structure sets the tone and atmosphere for the work environment. In order to best fit in, you should listen and learn about the new organization. For example, what do people wear? Is the dress business casual or formal? Who are the players? Who is on your team? Who are the “go-to” people in the organization and how do they fit into the formal structure?

Find someone to serve as a mentor/guide to help you understand the culture and history of the organization. Mentors will steer you past any potential pitfalls and teach you about the organization’s sacred cows. They don’t have to be someone in a top position; sometimes it is the executive assistant who is the eyes and ears of the organization. Also get to know the board chair and executive committee, if your position is at the level in which you would regularly interact with them. It is critical for a new CEO to develop a strong relationship with the chairperson of the board. Determining the tenor of this relationship can make or break your success in running the organization.

Strategies Once You Are in the Door

The following strategies will help for a smooth transition into a new organization:

1. Become visible from day one.

Walk around and begin to network. Be sure to introduce yourself to the organization’s telephone operator or to the receptionist who screens the calls.

2. Make sure you understand your objectives.

Moreover, prioritize these with your board or with your boss and then set about completing them. Then make sure your staff understands your overall vision and specific objectives, particularly if those have changed from the previous incumbent.

3. Make commitments after you know the situation.

You may agree to a person’s pet project, which has been unsuccessful in the past. Know the score before making promises. Ask questions! Assess what has been tried before and didn’t work and then make the needed judgments.

4. Respect the organization’s existing culture.

Remember that where you were is not where you are.  Do not try to make the organization into what you left behind. Even if you have a vision for change, allow an acceptance period.  Sense the timeline for when change should happen. Don’t be a maverick or a know-it-all.  

5. Check on the signals that you are giving out.

Are you commuting to the new job from another city? It may show that you might not be committed to the community or the job. Become socially integrated into the new work culture. Make yourself approachable at after-work activities such as softball leagues. Remain professional. Sending these positive signals shows that you are committed to the organization and to being a part of the team. It endears you to your staff and helps you develop a good working relationship.

6. When building a vision, you can get there—but you have to pave the way.

While you may come in with a reputation, you still don’t have trust. Trust takes time to build and is critical to implement a vision. Remember the four “Cs”: consistency, competency, caring, and compassion. Be prepared to “walk the talk.” By showing that you have the skills and ability to do your job and to connect with your staff, you develop a workforce that believes in you.

7. Gain credibility by accomplishing some quick, relative easy objectives.

Look for “low hanging fruit.” Try to find a goal that can be accomplished with a minimum amount of difficulty, is easy to implement, and has a high probability of having a positive result. By showing that you are able to get the job done, you gain trust, support, and faith from your staff.

8. Update your external contacts with your new position.

Correspond with ACHE and other professional organizations, but also consider sending a formal printed announcement or e-mail press release. Keep your external network informed!

9. Regularly assess your skills and abilities.

Remember it is critical to frequently evaluate yourself for potential areas of where you might need to enhance your proficiency - especially after you have settled into your new position. Review your technical, interpersonal, and leadership capabilities. Enroll in continuing education courses, seminars, and workshops provided by associations such as ACHE to further your professional skills and emotional intelligence. Obtain critical credentials in your field—like the CHE and FACHE offered by ACHE—to help you become the best in your line of work.

And for those of you bringing in new individuals to your organizations, remember: A good organization with integrity sets people up for success, not failure. If you have issues that need to be addressed, do not leave the dirty work for the next person to tackle. A good organization cleans up a mess before the new person comes into the family.

Barry Cesafsky , CHE

is president and CEO of CES Partners, Ltd.,

an executive search firm.

Reed Morton, Ph.D., FACHE

is the director of the Healthcare Executive

Career Resource Center at ACHE.