Common Mistakes to Avoid in Your First Few Weeks

Starting a new Change Manager role is exciting and full of opportunities for both a fresh start, and ways to apply new tools, practices or learnings. But while the newness of the role can be refreshing, and the challenges yet to discover, it's also a time when mistakes can easily happen. Being aware of common mistakes and taking steps to avoid them in your first few weeks can save you from headaches down the road.

Here's a quick guide to things you already know, but can't hurt to remind yourself of as you start your next new change management role.

Common Mistakes to Avoid in Your First Few Weeks

• Assumed Knowledge:  Even if you're an experienced Change Manager, every organisation is different. Take the time to learn the culture, processes, and key stakeholders before making assumptions. Further, try to avoid accepting the assumptions of others as data or input, being careful to test the information you're being given and get to the facts before taking action or drawing conclusions.

• Not Listening Enough:  Your first few weeks should be primarily about listening and learning. Don't jump in with solutions before fully understanding the context. Practice the art of asking open questions and following along where the conversations guide you, expanding your contact base as widely as you can in the early stages.

• Overpromising:  It's tempting to want to make a big impact quickly, but avoid overpromising. Focus on delivering on small wins and building trust. There may be good reasons why previous attempts have failed, or previous change managers have been unable to deliver specific requests to stakeholders. Proceed by making your best efforts to understand stakeholder needs and the delivery team's capacity to deliver before committing to specific outcomes.

• Ignoring Office Politics:  Office politics is a reality, therefore ignoring it can be a mistake. Pay attention to the dynamics and build relationships broadly. Look to develop the pathways you'll need to support your change management work and foster those key relationships from the start. Always approach relationship building with sincerity, rather than trying to develop 'leverage' or take shortcuts; and build trust by offering value.

• Burning Bridges:  Avoid criticising past initiatives or colleagues. Maintain a positive and professional attitude even when past efforts don't appear to make sense, or appear to have failed or created problems for your current situation. Approach past work or work in progress with curiosity, seeking to understand rather than seeking to judge.

• Failing to Communicate:  Communicate regularly with your manager and stakeholders. Keep them informed of your progress and any challenges you're facing. It can be all too easy for managers and leaders to assume that if you're quiet, you're all set and getting on with the job. However, in a new role gaining enough information to get started in change management delivery is not an easy ask. Keep your manager and key stakeholders in the loop to avoid disappointing their early expectations.

• Not Seeking Feedback:  Regularly solicit feedback on your performance and approach. This shows you're open to learning and improvement. This is often a confronting question to ask, but it can yield surprising responses; and if you're worried about an area of your performance, the feedback you'll receive is almost always better than the critique you'll be giving yourself.

• Trying to Do Too Much:  Focus on the most important priorities. Avoid getting bogged down in less critical tasks. The reality of change management in the current market is that there are likely to be too few team members hired for the workload. You'll need to get good at prioritising in order to deliver the outcomes truly valued by your change sponsor, manager and stakeholders.

• Neglecting Your Own Well-being:  The first few weeks can be demanding. Make sure you're taking care of yourself and avoiding burnout. Challenges will arise, mistakes are inevitable and bad days will happen. Take it easy on yourself because nobody's perfect, and being human is all you can be. This comes with imperfection and the occasional misunderstanding or misguided approach. Be kind to yourself and others, and allow time to recharge and recover before heading back into difficult terrain.

• Not Documenting:  Keep track of your observations, conversations, and key learnings. This will be valuable as you develop your change management plans. The insights you gain in your first few weeks are those that come with fresh eyes. You won't have the benefit of your fresh eyes for long, so take notes at the end of each day in your first few weeks. You don't necessarily need to act on your ideas and thoughts, but you'll have them to read back through as a resource when you need inspiration or insight later on.

In essence, navigating the initial weeks of a new Change Manager role demands a delicate balance of eagerness and caution. While the potential for impactful change is undeniable, it's crucial to ground enthusiasm in thoughtful observation and strategic action. By actively listening, building genuine relationships, and prioritising key objectives, you can avoid common pitfalls and establish a solid foundation for success.

Remember, the early stages are about learning and understanding the unique organisational landscape, not immediate transformation. Embrace the opportunity to gather insights, document your observations, and solicit feedback, ensuring continuous improvement. Above all, prioritise your well-being, recognising that a sustainable approach to change management requires resilience and self-care. By adhering to these principles, you can transform the challenges of a new role into a rewarding journey of positive impact and professional growth.

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