Growth Factorials

I once saw a very promising business leader getting hired as the COO of a service-oriented organization. Coming from a celebrated FMCG company with an impressive educational background, he was expected to be the natural successor to an experienced, industry-veteran CEO. However, within a few months, it became clear that he was not getting it. None of his strategies worked, and the CEO had to step in on crucial matters. Slowly, his authority eroded, and eventually, he left the organization almost unnoticed.

Starting a new job is always challenging, whether you’re a rookie or a senior leader. Even if you have been highly successful in your previous role, transitioning to a new organization can be tough if you don’t take the time to understand the nuances of its business model, industry, people, and unique culture. Success in one company often means you have mastered its specific context. Without taking the time to learn what makes a new organization tick, your proven methods may not fit, leading to early setbacks or even failure.

Some argue that if you are not given the freedom to make quick decisions in your new role, you might feel undermined and unable to prove your worth. I agree. You need to be empowered to make crucial decisions. However, it is equally important to balance immediate action with learning the ropes. Quick wins can build confidence, but they should come after you have understood how the business works and how the organization operates. This way, your decisions are informed and more likely to succeed.

How to Succeed in a New Organization

Here is a simple framework to help anyone succeed in a new role by balancing quick action with deep contextual learning:

1. Understand the New Environment:
   • Explore the Landscape: Spend time learning about the company’s culture, business model, and processes- the way you have the map of your town in your head. You know which roads lead to which places, important landmarks and which roads to avoid at what time to avoid getting stuck in traffic jams.
   • Engage with Colleagues: Have conversations with team members to understand what works well and what challenges exist.
   • Stay Curious: Ask questions about what drives success in the organization. Identify the most successful people and learn what they do differently. Early days are crucial for absorbing insights from every experience.
2. Make Early, Informed Decisions:
   • Start Small: Begin with decisions on a smaller scale that allow you to build confidence and demonstrate your ability without causing major disruption.
   • Regular Check-Ins: Meet frequently with your team and managers to discuss what isworking and what might need adjusting.
3. Take Risks Gradually:
   • Step Out of Your Comfort Zone: As you learn more about the organization, gradually take on riskier decisions. A low-risk approach may keep you safe, but it won’t yield great results. Pushing your boundaries gradually increases your impact.
   • Seek Guidance: Lean on experienced colleagues or mentors who can help you navigate the new environment and advise you on when to take calculated risks.
4. Apply Your Learnings:
   • Build on Early Successes: Once you have achieved some success, keep pushing for more. You were hired to deliver high impact, and now that you understand the context, you are in a great position to apply your skills and drive greater impact.
   • Stay Flexible: Be prepared to adjust your methods based on what you learn. Flexibility is key to adapting your ideas to a new setting.

Whether you are stepping into a leadership role or any new position, success lies in understanding the unique context of your new organization. While past achievements provide a strong foundation, they don’t guarantee future results unless you take the time to learn what makes your new environment different. By balancing quick decision-making with deep contextual learning, you can turn early challenges into long-term success.

PS: There are situations where an organizational jolt is necessary to completely transform the way a company functions. Those scenarios require a different approach and are beyond the scope of this discussion.