Strategies for Building Credibility in New Job Roles

On the importance of being visible in a new academic job (or tips for early career & not-so-early career researchers) Many academics, including me, are more introverted & less extroverted, which makes changing jobs hard. Usually, it takes some time to adjust to a new place—typically, it can take me up to three years. Yet. While making that adjustment, to faces, local language, & more, it is important to stay engaged with the group, the uni & your students. Why? There are two great reasons: first, it makes it easier to adjust, & second, people want to know you were a good investment. Both of these will influence your life for years to come. So how to do it? (1) show up - participate in department activities You should regularly attend departmental meetings & events to show your interest & commitment. Example: Volunteering for departmental committees showcases your willingness to engage & contribute. (2) let people know you are thre. You need to seek opportunities to present your research, locally & further away. Example: Giving talks at prestigious conferences helps you to be recognized & establishes your authority in the field - it also helps the brand of your school. (3) collaborate Once you are established, form partnerships or co-authorships with well-respected researchers. Example: Co-authoring papers with senior faculty can enhance your credibility & introduce you to broader networks. (4) engage in public outreach The nicest people in your college are often in media relations. Take the time to get to know them, & share your expertise with wider audiences through blogs, podcasts, or media interviews. Example: Writing op-eds or participating in podcasts increases public recognition & demonstrates your expertise beyond academia. Note: My best CU moment was when a member of the maintenance crew said, "I heard you on NPR" (5) Engage with students Normalize meaningful interactions & support students' career development. Example: Hang out after class & get to know the kids. Students tell others about those conversations, so those chats help my self-esteem & awareness of who I am in the College. (6) Seek feedback Ask for feedback on your teaching & research performance from trusted colleagues & mentors. Example: Implementing feedback received from annual reviews to visibly improve your work shows growth & openness to learning. (7) Establish a strong online academic presence Update your professional profiles on platforms like LinkedIn, ResearchGate, or Google Scholar. Example: Regularly updating your publication record & sharing insights or recent findings can increase your visibility & network. Note: I'm not saying post like I do, I am saying people should know where you work & how to find you. Being visible is important, it helps your colleagues know who you are, what you do, & how you contribute. If they understand that, you have a much easier transition into your new job! #academicjourney

🍩 Reputational Cushion - do you have one? Probably not a term you've thought of, and maybe I made it up, but think of it like career insurance. For many of us, the early days of our career coincides with less responsibilities and less baggage* outside the workplace. The early days of a new role or a new team are just the same. We know first impressions matter but are you thinking of them like deposits into your reputation savings account? Take those early days to build up your #reputationalcushion by: 😰 Putting in extra hours Yeah, yeah I said it. I owe my accelerated growth to those late nights and endless emails and have very little regret BECAUSE it affords me cushion now when I need it like flexing my schedule for sick kids and SOS calls from aging parents and whims of cashing in points for 36 hours in a new country. 🙋♀️ Committing to visibility Camera on to build rapport. Get in person early and often. Reply all and cheer on your colleagues! Not in sales? Still celebrate that big deal announcement. Did finance give a great EOM update? Say thank you! 👐 Lend a hand Be a good person for the sake of being a good person, but also karma in the workplace is real. Offer to proof read a presentation. Do a bit of extra research. Send the recap when your colleague is OOO. When you help people, they are more likely to actually want to help you later too. ⭐ Be known for good work I know, "duh" to good work. But really, the more you demonstrate the really good stuff early on, the more you'll be associated with it longterm, even when you ship the less good stuff (because we're all human). Like dining at a new restaurant, if your first time is amazing - you'll forgive the flubs at a future visit. If it's lackluster from the start, the good times may feel like an exception. Be the 5-star person from the start. We're in a time where #hustle culture is declared dead - and while most of the time that's a good thing (bye, #toxic workplaces!) - don't underestimate the seasonality of your career and the unavoidable seasonality of life. Build your Reputational Cushion like you build your savings account and watch it pay off as life gets sticky later. Can we make #reputationalcushion trend?? Kidding. *p.s. don't tell my kids I unintentionally referred to them as baggage in a public post. They're the cutest baggage I've ever had, even when they declare mac and cheese to be "yuck." Who does that? #businessoperations #bizops

Angling for that next promotion? Most of the high achievers I coach over-index on solo strategies to get ahead: taking all the classes, accepting every assignment, working crazy hours to prove their dedication. That stuff can be helpful, but what they typically deprioritize (or avoid like the plague) is the interpersonal piece of the puzzle: building relationships and communication channels for mutual support and growth. Here are some often-neglected interpersonal approaches to lay the foundation for your next role: -Proactively seek feedback: Request input from your superiors and incorporate feedback to enhance your performance. Most people don’t know how to give effective feedback, so be specific about what you’re seeking and make it easy for them to give it to you. -Keep people in the loop: Clearly articulate your ideas, share progress updates, and communicate your achievements. While you may feel your accomplishments should speak for themselves, most people are too busy to be paying much attention. Expect to have to champion your results to get them on others’ radar. -Build a strong network: Cultivate relationships across the board, be it peer-to-peer, superiors, and industry influencers, to expand your opportunities. This isn’t sleazy schmoozing; seek to show up authentically, add value, and prepare to invest in these relationships for the sake of the relationships themselves. Any professional growth that might result is just the cherry on top. -Invite a mentor: Find someone who can provide guidance and support and advocate for your professional growth - then explicitly invite them to mentor you. Trying to go it alone is an overused and limiting strategy for many high achieving ICs, and a lot of folks point to a “mentor” who doesn’t even know they’ve been designated as such. TLDR: By seeking feedback, communicating effectively, building a strong network, and seeking mentorship, you’ll build a strong foundation for growth ahead (and probably make some great new friends along the way.) #leadership #growth #learning #development #relationships #peopleskills #coaching

Don’t underestimate the power of stories. Whether you’re interviewing for a job or going up for a promotion or annual review, you want to offer a compelling narrative. It’s easy to rate yourself highly as a team player or to say you have great communications skills. But do you know what you really mean? Will the person across the table or on the Zoom screen have the same understanding? How do you prove those abilities? There is something that can help you manage all 3 of these questions. Clear, concrete examples. You need to create imagery for the person receiving information, whether in a document or a meeting. You want them to understand viscerally. Before you head into an interview or review, reflect back on your work—projects you led, initiatives you supported, operational activities you executed. How do they illustrate the qualities you and skills you want to convey? Say you want to demonstrate management potential, even though you’ve not had any direct reports yet. Maybe you oversaw the work of an intern or helped onboard a more junior colleague, or led a project with a team you didn’t have direct authority over. Don’t stop at listing the “what”. Also think about  the “how”. What was your approach? How well did it work? What were the results? What was difficult that you made look easy? Why were you effective? What would you change? Pick moments that stand out, talk or write about them, and then map them back to those key qualifications you want to highlight. Try to use common references or add context so that others can see your contribution. This process will help you gain clarity and provide useful stories for discussing your skills and style with others. The timeframe you pull depends on context. If you’re preparing for an annual review, your primary focus should be the past year. However, if you previously identified an area for improvement, you might look back further to compare your current level with your past performance. If you’re in the running for a new position or promotion, you will reach further back in history. Just make sure you have some recent examples to show your continued growth and development. How have you used storytelling in your professional life? What’s your approach to identifying and refining key examples? #JobSeekers #Interviewing #Promotion #AnnualReview #Storytelling

👉 What is the number one thing GRC professionals can do to set themselves up for success in a new role? Learn the business...not the industry or specific function...the business of your new company. New hires should spend the first sixty days on the job developing a deep understanding of your new organization from the top down - executive management, business units, critical technologies, key vendors, unique operating environments of each of your locations, and so on. Treat it less like a "meet and greet" (although that's a part of it) than a due diligence session. Have a plan. The benefits of this approach are exponential as you: ✅ Gain a fundamental knowledge of the culture, model, and environment of the organization you oversee ✅ Establish new relationships and credibility with management and line owners with whom you will work very closely - you are not the "cop" that shows up and sits in that corner office, never talking to anyone ✅ Identify the "low hanging" fruit and areas to focus on as you launch your "90-day" projects ✅ Synch with the risk owners on overall program expectations and objectives I am amazed at organizations that do not weave this into their onboarding plans - they expect their joiners to "plug in" their first day with blinders on. That's ridiculous to me. If the hiring team does not have time for this exercise embedded in their process, be proactive and insist that they include it (preferably before you start). It will be critical to your ongoing success in your new role! #riskjobs #auditjobs #compliancejobs

𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗖𝗿𝗲𝗱𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝘀 𝗜𝗻-𝗛𝗼𝘂𝘀𝗲 𝗖𝗼𝘂𝗻𝘀𝗲𝗹: 𝗦𝗵𝗼𝘄, 𝗗𝗼𝗻'𝘁 𝗝𝘂𝘀𝘁 𝗧𝗲𝗹𝗹 Stepping into an in-house counsel role is exciting, but building trust with your new company takes more than legal expertise. It's about becoming a true business partner, someone who understands their DNA and speaks their language. That's where deep dives pay off. Dive into: ✅ 𝗖𝗼𝗺𝗽𝗮𝗻𝘆 𝗦𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 & 𝗧𝘆𝗽𝗲: Are you in a nimble startup or a global giant? Each type operates differently. ✅ 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗦𝗶𝘇𝗲 & 𝗦𝗰𝗼𝗽𝗲: How many people, locations, products and services do you need to navigate? Knowing the lay of the land matters. ✅ 𝗜𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝗟𝗮𝗻𝗱𝘀𝗰𝗮𝗽𝗲: Understanding the company's competition and market forces gives your advice extra punch. ✅ 𝗥𝗶𝘀𝗸 𝗧𝗼𝗹𝗲𝗿𝗮𝗻𝗰𝗲: Identify whether your company is risk-averse or adventurous. Matching their risk profile is essential. ✅ 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗠𝗮𝗸𝗶𝗻𝗴 𝗣𝗿𝗼𝗰𝗲𝘀𝘀: Who holds the keys, and how do things get done? Knowing the power dynamics saves time and frustration. With this intel in your arsenal, you transition from a lawyer to a strategic advisor, able to: ☑️ 𝗖𝗿𝗮𝗳𝘁 𝗚𝗼𝗮𝗹-𝗢𝗿𝗶𝗲𝗻𝘁𝗲𝗱 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀: Your advice will resonate more when aligned with business objectives. ☑️ 𝗔𝗻𝘁𝗶𝗰𝗶𝗽𝗮𝘁𝗲 𝗖𝗼𝗺𝗽𝗮𝗻𝘆-𝗪𝗶𝗱𝗲 𝗜𝗺𝗽𝗮𝗰𝘁𝘀: Understand the broader implications of legal decisions across the company. ☑️ 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗟𝗶𝗸𝗲 𝗮 𝗣𝗿𝗼: Align your efforts with the company’s most pressing needs. ☑️ 𝗗𝗲𝗺𝗼𝗻𝘀𝘁𝗿𝗮𝘁𝗲 𝗧𝗲𝗮𝗺 𝗦𝗽𝗶𝗿𝗶𝘁: Showing genuine care for your business colleagues' success fosters trust and influence. Speaking the language of business unlocks even more doors. When your business colleagues see Legal pulling for the same team, you gain: ✔️ 𝗔 𝗦𝘁𝗿𝗼𝗻𝗴𝗲𝗿 𝗩𝗼𝗶𝗰𝗲: Your advice carries more weight when it's aligned with their vision. ✔️ 𝗣𝗿𝗼𝗮𝗰𝘁𝗶𝘃𝗲 𝗜𝗻𝘃𝗼𝗹𝘃𝗲𝗺𝗲𝗻𝘁: You're invited to be part of early discussions, not just review decisions after the fact. ✔️ 𝗜𝗻𝘀𝗶𝗱𝗲𝗿 𝗔𝗰𝗰𝗲𝘀𝘀: Foreseeing challenges and proactive problem-solving become your forte. Building credibility isn't about credentials; it's about action. Show them you're more than just a legal expert – you're a business partner they can rely on. Are you looking to build an exceptional in-house legal team or seek the perfect general counsel for your organization? Let’s discuss how I can help. #inhousecounsel #leadership #generalcounsel #mlaglobal #legalrecruiting

How to speak up when it feels safer not to. 10 ways to challenge with respect. You’ve been in this meeting. A senior team gathers to discuss a big decision. Someone says something that doesn’t sit right. Everyone notices. Everyone hesitates. And then... silence. Because speaking up feels risky. But staying silent? That costs even more. After decades in these rooms, here’s what I’ve learned: 1) If you don’t speak up, people assume you agree. → Silence doesn’t protect you—it defines you. → Say: “I see it differently—can I explain why?” 2) Being first is uncomfortable. → But it opens the door for others to follow. → Ask: “Is anyone else thinking about it differently?” 3) You teach people how to treat you. → Every “sure” tells them their idea is fine. → Try: “I don’t love that direction—here’s why.” 4) Disagreeing isn’t disrespectful. → Tone matters more than opinion. → Say: “Would it be okay if I offered a pushback?” 5) Fake harmony blocks real solutions. → If no one disagrees, nothing gets better. → Try: “I wonder what we’re not saying yet?” 6) Credibility builds real influence. → People listen to who earns their respect. → Build it by asking smart questions. 7) Silence sends a message, even if you didn’t mean to. → People assume you're on board. → Say: “I have another take -- can I share it?” 8) You don’t need everyone to agree. → But you do need to speak clearly. → Say what you mean in one sentence, then pause. 9) You don’t need a title to lead. → Trust is built by what you do, not what you have. → Be the steady voice people rely on when it counts. 10) People remember who spoke when they couldn’t. → Your voice might be the one they needed. → That’s leadership. 💬 If you don’t say it, no one will. ✅ Speak with purpose. ✅ Challenge with respect. ✅ Lead with credibility, not just a title. You don’t have to take over the room. You just have to move it forward. What’s one phrase or approach you use to challenge with respect? Please share 👇 ______________________ ♻ Repost to remind someone that quiet isn’t always safe. 👉Follow Stephanie Eidelman (Meisel) for more ways to grow your visibility and influence at work. 📫 Subscribe to my free newsletter, The Career Edit, for tools to lead with confidence: https://hubs.la/Q03dY9_n0

When I walked into my first fighter squadron on day one, I was the only female fighter pilot. I knew I had to prove myself. Despite all the pressure I put on myself, the truth is, the jet doesn’t know the difference. And I found out, that in all reality, my team didn’t care about the difference either, as long as I was credible and capable in the airplane. It wasn’t always easy, but I eventually found my way in this male-dominated environment. I recently shared a few thoughts and ideas about working in male-dominated career fields with Jon Rennie on the Deep Leadership podcast. 1. Be credible. More than anything, credibility and capability are critical to proving your place in an organization. Know your job and do it well. 2. Find your wingmen. Take the time to cultivate relationships and build connections with your team. Connect with people in your organization who will advocate for you and speak up for you. 3. Be authentic and stay true to who you are. You have a unique perspective and can bring a different thought-process or viewpoint to a team. Your words and opinions matter – speak up. And if you stay true to who you are, then you will be more comfortable with your role on the team. Listen in to the Deep Leadership podcast, Episode 236, to hear the rest of our discussion about leading with courage. #LeadWithCourage #Leadership #PersonalDevelopment

A newbie product manager's guide to win trust in a new team. 👇🏻 (Save this!) Early in my career as a product manager, when I joined my dream company, I was eager to make an impact on day 1. So I crafted a 30-60-90-day plan, tried the product, and made a 'friction list.' My first meeting was with cross-functional teammates discussing on solving the 65% drop in user engagement. Eager to share my idea, I jumped in and said: "What if we build X? It's a common need highlighted in my friction list & customer reviews online." The room went silent and my idea was politely dismissed. I found myself fading into the background. 😖 After the meeting, my manager pulled me aside and said: “Quiet listening is your superpower as a Product Manager, especially in new situations, Bosky. Remember, trust is earned in drops but easily lost in buckets.” I'm not alone in this experience. As a coach, I see a similar situation 8/10 times with people taking on product roles for the first time. They assume building trust takes minutes. So here are 3 rules to gain confidence as a new team member: 1) Learn to listen & learn. When you’re new to a team, being quick to chime in rarely works out. Always listen to avoid incomplete resolutions. 2) Building trust goes beyond casual coffee chats. Let it take time. Don't rush to form a strong relationship. However, don’t delay showcasing your worth & credibility through your work. 3) Trust happens with co-creation. Having the best idea or the answer does not make you a strong product manager. Being an A1 team player does. Be eager to hear people out, support proactively and communicate openly. Remember: Trust is earned in drops, easily lost in buckets. Take your time to win trust in a new environment. - - - - If you found this post helpful, re-share it so it can benefit more PMs. Follow Bosky Mukherjee, Product Coach for more unconventional career tips! ⚡😊 #productmanagement #productmanager #productleadership #careercoaching #womeninproduct #womenintech #techcareers

If I was starting a new sales role today, here are the 5 things I’d do in the first 5 days- 1/ Find the accounts in my territory that are most likely to buy (aka the most like past buyers). I'd do this by creating a CRM report of Closed Won deals for the Past 2 years, with these details: - industry - location - age of company - $ ARR amount - # of employees - names/personas involved in the purchase THEN I'd create a report of Prospects with similarities in my territory/account list. ^^This is the low hanging fruit. 2/ I'd find 3-5 consistent top performers and ask them 3 simple questions: —-> Who are the best personas for us? --> Which are their 2-3 top business problems we solve (+vocabulary they use)? --> What's the # 1 thing to do/not do when just starting in this role? ^^This is a shortcut for how to start off with a Bang...without trying to reinvent the wheel. 3/ I'd set up intro calls with internal folks like Finance/Deal desk, Legal, Product, Support, Solution Consulting, Channel partners, Systems Integrators, etc... anyone who I'll regularly interact with on deals. Start figuring out the best "Gives" for each person - do they like Starbucks, Slack shout outs, special beverages for EOQ/EOY? I'd put quarterly reminders on my calendar (and schedule quarterly deliveries where it makes sense). ^^This is how we create our "tribe"/internal network within a company...giving right from the start, rather than just being 'another seller who wants something'. 4/ I'd memorize 5-8 customer stories. Starting with writing a 1 min summary on note cards - with the Champion's name/title, pain felt, problem solved & impact created. I'd practice telling these stories out loud every morning for 10 minutes...until I don't need the notecards anymore. Then I'd rinse/ repeat, memorizing 5 new stories. ^^This is how we can build confidence & credibility. 5/ I'd analyze my boss’s personality - LOTS of tools for this - and I'd ask them about their top 2 career goals in our first 1:1 chat. ^^This is how we can start to manage up. These are the top 5 things that have paid off the most for me when starting a new role. What's worked well for you - what would you do if you were starting over? ps- If this breakdown was helpful, you might get value from the "Enterprise Sales Accelerator" program. Weekly live sales coaching! Practical breakdowns & deal strategy. All the details in my bio.