Preventing an Early Burnout in Your New Job!

When my clients land in a new job, they are all energized about opening a new chapter, and forging ahead to make up for any lost momentum in their career—their main reason for getting a new job! This is especially true for those, who land a promotion in executive positions at companies that are rapidly growing. In such companies the amount of work and possibilities are virtually unlimited. The rub is for those who come from relatively “stable” work environments, because such exploding environments cause them to plant a seed in their early days at their new jobs that puts them on track of self-destruction, disappointment, and even grief.

Let me explain:

In an anxiety to make an impression in their new job, many want to show what a right choice the employer made in hiring them. One way to make that impression from the get-go is to exceed the expectations of those who hired you and with whom you regularly work. At companies that are rapidly growing and are capturing new opportunities in emerging markets there are plenty of opportunities to take on new work. At such companies job descriptions, especially for those in the executive positions—Director and above—tend to be fluid, vague, and overlapping with other jobs. In such cases an ambitious employee can see endless possibilities for their growth and for making a mark in their new job. To make matters worse, they do not fully understand the company’s working culture, politics, and systems. All of these factors militate against them to limit the scope of their responsibilities in their new job and to deliver great outcomes. Often, this results in the new executive taking on too much too soon, and finding themselves awkwardly cornered with too much spotlight shining on them.

In such circumstances what I often find is that during the first six months or so these clients make a big splash and create expectations from their bosses and others around them that soon become too big a burden for them to handle. They end up working long hours, often checking in at nearby motels to stay close to work and visiting their families on the weekends, just to keep up with their commitments and staying on top. Inevitably, during the second half of their first year at their new job they are often performing in a “burn-out” state, delivering less than what is expected of them—most of it by their own doing—and are surprised to find that their first-year performance review was disappointing despite their hard work. Some of them even end up leaving their new job after their first year!

Here are my suggestions to those who fall into this trap:

1. Once you start your new job make a list of promises that you made during your interviews and reassess them after you have fully scoped out the situation that surrounds your job. You may find that what was painted as your work environment may not be what the reality is. In a fast-growing company this is often the case.
2. Calibrate yourself and the workplace by taking on a small assignment that is relevant to your job. This will allow you to see the “pace of work” that you can reasonably drive. It is often easy to underestimate the effort it takes and overestimate the support you get after the “honeymoon” at your new job. When you have to face the everyday reality of being a regular contributor, you’ll have much less support and enthusiasm around you than when you started.
3. Make a 100-Day plan in the first month that defines your agenda during the first year. It is OK to make this a working document as you learn more about what needs to be done and what the overall priorities are. You must have this plan blessed by your boss within the first 90-Days. This is now your performance plan for the first year.
4. Take on high-visibility, but low-risk projects in the early phases of your employment. It is worth investing your time and energy finding such initiatives. Work with your boss to flesh them out. Remember, she also wants to look good as you get ensconced in your new job.
5. Invest time and energy in building strong relationships with key influencers. Building these relationships and developing champions throughout the organization is a high-leverage activity.
6. As you get a better understanding of the pace of work, politics, and who your champions are take on progressively more important assignments that will propel you into the right executive circles by becoming visible as a good performer.
7. Keep checking with your boss about your ongoing performance and how others in her peer-group perceive you.
8. Somewhere in the middle of your first performance review cycle—about six months into your job—reassess your pace and decide if you want to take on more. At this point you must have a good sense of what you can deliver and what is merely a pipe dream.
9. Maintain your visibility with top executives by making sure that you get in front of them through presentations, rightly written emails, and events. Acknowledge those who have performed well, and whose help was invaluable in your own success.
10. Get ready for the first review by documenting all your accomplishments and by finding support through your peer group and influence leaders.

Good luck!