Tips for the first 100 days in a new job

Vanessa Chan CPA

Advisor, ConnellGriffin

A new workplace is always nerve-racking. As someone once said, “The expert in anything was once a beginner”.

I had my first career change in 2022. I joined ConnellGriffin, a Brisbane-based commercial advisory firm operating in the infrastructure industry.

This change came after nearly six years at PwC Australia, where I started as a graduate.

In my first two weeks at ConnellGriffin, I met with as many people as I was comfortable meeting.

I took time to understand the company structure and my new work environment. It was important for me to be proactive and open-minded, to take initiative and to assist in various parts of the organisation for exposure.

I also acknowledged to myself that it was OK to take time to readjust my work-life patterns, to settle into good work habits and to set healthy work boundaries.

After the first month, I had gained a better understanding of the team. I completed my first assignment, defined my short- and medium-term goals and discussed how my skills are best placed to contribute or complement others within the business.

 

"I also acknowledged to myself that it was OK to take time to re-adjust my work–life patterns, to settle into good work habits and to set healthy work boundaries."

 

My tips for success in your first 100 days in a new job are to not be afraid to ask questions, and try to find a mentor or buddy for support.

Also, start by listening and observing, and remember to be yourself. Most importantly, enjoy your time in your new job and be confident!

Roxanne Calder

Founder and managing director, EST10

Navigating new job jitters in today’s landscape is a whole new ball game.

With upskilling and reskilling, tech-savvy onboarding and the overlay of virtual and remote, it can be daunting.

Be prepared to not know everything. It’s OK and expected. Remind yourself of this if you start to feel flustered for forgetting the “new way of working”.

For the first month, be an observer. Watch, listen and learn. Try not to make judgements, and do not contribute to office gossip or politics.

When you meet with your manager, if not already covered in the interview, seek to understand how they operate, how best to communicate with them, their expectations of you and what success will look like in the first 100 days.

Write it down and use that as your guide.

 

"You have the perfect excuse to introduce yourself. If you get caught in the lift with the CEO, stick out your hand and introduce yourself – it is a prime opportunity to make yourself known."

 

Establishing relationships early and working out who’s who are key. As a newbie, you have the perfect excuse to introduce yourself.

If you get caught in the lift with the CEO, stick out your hand and introduce yourself – it is a prime opportunity to make yourself known!

If you are an introvert, even more reason to get it out of the way. As you observe, work out the influencer.

Every office has one. They are important people to be across, no matter their authority, role or level. Of course, knowing who to call in IT will be your lifesaver.

Finally, for speed of emersion and building those precious relationships, try to be in the office as much as you can. It will pay dividends!

Dr Dominic McLoughlin

People management specialist

As a new manager, I felt I had arrived. However, it quickly became apparent that I needed to take time to adjust to the differences in the new role.

The key areas that really helped me adjust in my first 100 days were mindset, trust, vulnerability and availability.

I realised that I needed to schedule time to plan ahead and to be clear about the team’s priorities and goals.

I already knew that trust was important. If a manager can increase the amount of trust that their team has in them, the team will be much happier, more productive and more willing to contribute ideas for improving things.

 

"A key mistake I had seen other managers make was to assume that, now they were a manager, they had to have all the answers – that they must be perfect."

 

A key mistake I had seen other new managers make was to assume that now they were a manager, they had to have all the answers – that they must be perfect.

I also knew that the managers I liked working for were prepared to admit when they did not know something. I found that this gives the team permission to acknowledge their own areas of weakness.

When I first started, I found it easy to be overwhelmed by everything that needed to be done. I was still learning myself, let alone answering everyone else’s questions.

Initially, I fell into the trap of dealing with the urgent, instead of the important.

Team members need to know that they are supported in achieving their own goals, so I recommend keeping in mind what is really important and making time for it.