“The love boat…soon will be making another run…”
When we start a new job, it often feels like a honeymoon period. We’re (hopefully) glowing and eagerly starting each day.
We’re meeting all sorts of new people. Jumping into to learn about the company and job we’re expected to do.
As we’re being introduced, maybe there’s a lot of positivity being thrown around. Or, as we meet new people, they seem to know more about us than we expect.
Warning Will Robinson.
How can this be a bad thing? Generally, praise and positive remarks are good to hear, and a sign we are recognized and valued.
Except, if we’re brand new, we haven’t done anything yet. At least not here.
Regardless of what we did in our last role(s), we are new to this organization and team. And effusive praise right out the gate comes with risks.
The setup
In a prior role, a new executive was hired and started bringing in talent. It was expected. She was building out her organization and needed leadership to run them. She wanted the best.
And that’s what she told everyone she was getting.
For weeks, as new hires were announced, but not yet on-board, the team would hear all about the new person coming in. Their skills, background, and new responsibilities were easy enough to receive in stride. It was the effusive praise that became grating to the existing team members.
Internal talent wasn’t getting the same sort of lauding. Did that mean they weren’t that talented? What about their skills, background, and contributions? Did they matter?
Unfortunately, a huge build up of a new employee can set that person up. Depending on the culture, existing team members may be looking for imperfections as soon as the newbie gets in the door. Checking to see if the high praise is warranted.
It can create a deficit of relationship capital before the person even arrives.
The arrival
Once the new leaders were on board, the praise continued. Introductions highlighted the accomplishments and talent of the newbie, and the contribution they were expected to offer the team.
Nothing about the existing team members, partners, or peers. The ones who likely had to help the new leader get up to speed and be successful in the new role.
They were completely unaware of what had been shared previously and any underlying resentment that had been building. Now there’s a new leader, already in a deficit with those they had to build relationships with. Some of whom may even be waiting for them to fail.
It’s entirely possible that the new leader was getting briefed behind the scenes. Given insights on who has what skills and talents, who can help them best navigate culture or customers.
Without that being shared publicly, the rest of the organization has to assume it’s not happening.
The alternative
The executive likely came from a good place. The road to hell, however, is paved with good intentions.
She probably wanted everyone to be excited about what the new leader was bringing to the organization and their team. Wanted them to see what she sees.
Unfortunately, by heaping praise on the new person, it tends to marginalize the ones that have been here. The ones that got the organization to where they are now. Even if it needs to go in a new direction, recognizing the efforts of those who are still expected to deliver builds relationship capital for the new hire.
Is there someone that is an expert in a particular technology? Highlight they are the go-to person for that during introductions. Maybe someone else really has a way with customers. That capability can be highlighted along the lines of “if you ever run into trouble with a client, Sheila is a great person to talk it through with.”
Better yet, let those individuals know before the new hire’s arrival the gifts they bring that can be shared to help them acclimate. To succeed.
Unless we are a single proprietorship, work is a team sport. Make sure the other players know their roles and contributions are valued. Otherwise, even a star player can’t be successful.
Spread the love
So, we’re the new hire being effusively praised. What are we to do?
It’s time to spread the love.
We can ask questions about our team, peers, and partners. Take the time to discover their gift and then seek them out for their insight or contribution. “I’ve heard you’re the change management lead. I’d love to hear about your process and how things work here.”
Learn about what’s been done to date and compliment the work. Even if there’s changes or rebuilds needed, recognize the contributions that have been made to get the company or team to this point.
If we’re the leader with a kick butt new hire, we can slow down. Temper our excitement about the newbie and make sure we’re also recognizing the great work of our existing team. Talk about how this person complements the team, so no one thinks they are competing.
As the hiring leader, or the newbie, we can add “build relationship capital” to the onboarding checklist. If we want the relationships to last past the honeymoon, investing in recognition of existing team members is worth the effort.
