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So You’re New Again

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So You’re New Again

How to Succeed When You Change Jobs

Berrett-Koehler,

15 min read
10 take-aways
Text available

What's inside?

When you are the new hire, it doesn’t matter how much you know or what you do. It only matters how well you get along.

Editorial Rating

9

Qualities

  • Innovative
  • Applicable

Recommendation

Authors Elwood F. Holton III and Sharon S. Naquin, both academics, invested substantial research to produce a little book that might just solve the very big midlife quandaries faced by workers whose jobs have been downsized or exported to another country. People who thought they would never need to take a different job find themselves the new person in a new office again, with no tools to help them cope other than the lessons of the corporate culture they left behind. However, using old cultural information in a new place is the road to disaster, according to the learned authors, who do a fine job of explaining why. Businesses are culture clubs and new hires must learn to get along before they can get ahead. At fewer than 100 pages, this is, nevertheless, a little redundant. Perhaps we need to hear the bell ring clearly, over and over, for the content is useful stuff simply told. For that reason, getAbstract.com recommends this to anyone contemplating a move, to every new hire and to every HR officer as part of the pre-employment package given to all experienced applicants.

Summary

You Are New Again, So?

Paul was tired of being in upper management and running a sales force. He didn’t like the responsibility inherent in training new people and motivating them to meet sales goals. More often than not, he had to perform both as salesman and sales manager to keep pace with increasing targets. So when another company offered Paul a job as a front line salesperson with a big increase in salary plus a bonus, he jumped at the chance. By the time Paul arrived at the new company, he had already memorized the features and benefits of its product line, which was similar to but better and more costly than the products he previously sold. Paul was certain he could use his experience to show the rest of the sales staff, most of whom were younger, how a real salesman does his stuff. By the second week, Paul exceeded the monthly sales projections for new salesmen. By the third week, Paul was listening to his co-workers’ sales calls and coaching them about their deficiencies and strengths. He thought he could hear them improve with each successive lesson.

"So You Are the New Smarty Pants!"

At the end of the first month, Paul’s boss, the vice president ...

About the Authors

Edwin F. Holton III, Ed.D., is professor of human resource development at Louisiana State University (LSU), where he coordinates Human Development programs and directs the Center for Leadership Development. He is past president of the Academy for Human Resource Development. Sharon S. Naquin, Ph.D., directs the Office of Human Resource Development Research at LSU, where she is an assistant professor in that discipline. Their book is part of the Managing Work Transitions Series.

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