What to do in the first 90 days of any job to change your career trajectory forever

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What is up, I'm Grace Beverly, and welcome back to Working Hard.

The podcast should guide back on how to improve your own life

and achieve what you actually dreamed of doing,

because life's too short for boring podcasts and bad advice.

What is up, and welcome back to Working Hard.

If you've just started a new job, or you are just about to,

or honestly, even if you're a few months in and feeling a bit unsure about where you stand,

this episode is designed to be super useful for you.

I want to talk about the first 90 days in any role,

because I genuinely think that this is one of the most misunderstood

and undervalued windows in your entire career.

We float into jobs after school or university,

with most of the time absolutely no guidance on what actually matters once you're there.

We used to like grades, feedback, exams, clear benchmarks,

and then suddenly you're in a workplace where being good at your job

is about so much more than just doing the task you're hired to do,

or even fulfilling your job description.

The people who climb career ladders are good at problem solving,

communication, situation management and crucially,

making sure that the people around them understand the value that they bring,

and I really believe that if you play your first 90 days well,

you can completely change your progression at a company,

regardless of what they actually originally thought your trajectory in your role would be,

and not to scare you, but if you play these first 90 days badly,

the best case is that you spend years trying to reposition yourself

into the route that you want to go down,

because the reality is that most of us are going to work for a long time.

So we might as well learn how to do it in a way that gives us more money,

more autonomy, and hopefully a little bit more enjoyment and on the way

by reaching the career goals you want to reach.

Of course, everyone wants different things for different jobs.

What I'm going to assume from this episode is that you want to progress as fast as possible,

or you at least want to be able to reach the sage in your career

where you feel happy with exactly what you are doing,

and you don't feel like you're necessarily working towards that.

I was originally inspired to do this episode by reading the book The First 90 Days by Michael Watkins.

That's such a great read for anyone between jobs or about to start a new job,

but I also wanted to layer in what I've seen in work and in real life,

both personally and watching other people move quickly and confidently in their careers

at my companies and other companies.

I've now hired over 100 people within my companies,

which is absolutely crazy, but has taught me a lot about what makes some people

rise through the ranks super quickly, and what makes some people a little bit more stagnant,

and often it is their approach to the role.

Before we get into it, though, please make sure you are following the podcast

wherever you are listening to it right now.

It helps us more than you know, and it means that you get the podcast

exactly where you want it every single Monday.

So, before we even get into The First 30 Days,

I want to talk about something that I genuinely wish that someone had explained to me earlier in my career,

which is how you prepare yourself mentally for a new job,

because I think that most of us prepare in the obvious ways,

so like, we read the job description again.

We might stalk the company a bit.

We might, if we're lucky, be able to talk to some people who work there.

We tell ourselves we're going to work really hard,

but we don't always think strategically about the transition itself.

So, this is concept in Watkinsburg for The First 30 Days,

which is called The Break Even Point,

and it completely reframed how I think about starting anything new,

but The Break Even Point is basically the moment

where you stop consuming value from the company and start producing value for it.

At the beginning of any job, you are an investment,

like, they are paying you, they are training you,

they are onboarding you, they are introducing you to new people,

you are absorbing time, energy, and money from the company,

and like, that's totally normal and not something to worry about,

but the goal is to shorten the time it takes

for you to become someone who is visibly adding more than you are taking.

And I think this is where people fall into traps,

because when you start something new,

your instincts kick in.

So, there are a few really common traps that people fall into

when they are starting a new job, and I'm going to go through them.

So, first of all, some people go into Overdrive

and try and prove themselves immediately,

which can actually backfire, and I have seen it backfire so many times.

If you haven't understood the landscape yet, or consumed enough context,

you are probably going to have this backfire on you.

Another thing people do is some people play it too safe,

and just quietly do what they're told for months,

hoping that someone will notice.

Some people try to replicate exactly what made them successful

in their last role, without actually adapting to the new environment,

or getting really clear on what success looks like in this company instead.

Some people come in thinking, this worked for me before,

so I will just do it again.

But every company has different politics, different rhythms,

different definitions of what good looks like,

and different goals as a whole company.

There's also a really common trap of coming in with, quote unquote,

the answer, so wanting to show you our smart

by immediately pointing out what should change.

And sometimes that can be useful, particularly if you're coming in

in like a head off role, or a director role.

Of course, that is going to be incredibly useful.

You should be looking at how much low-hanging fruit there is in the first few months,

to be able to actually start solving some things in that break-even point

is going to be much closer.

But that's going to be harder a lot earlier on in your career,

where maybe you are coming in as a less highly skilled person.

Like you have skills, you have training,

but you are not necessarily an authority on the subject that you are working within.

And if you haven't built trust yet in a company,

that can land as criticism in the wrong way rather than contribution.

And of course, enemy company should be happy taking criticism.

Like criticism is important.

Criticism is constructive.

Criticism is what is going to get you towards your goals,

but you need to be aware of the managerial style,

what the company rewards, all of these different things

so that you don't ruffle the wrong feathers.

So when I think about preparing for a job now,

I think about it like this.

There will always be a time before the break-even point in any job.

Your goal is to come prepared enough to do the job,

but open enough to understand where you are,

who holds influence, what the actual pain points are,

and what success genuinely looks like in that environment.

If you can go in thinking,

my goal is to move from absorbing, to contributing,

as fast and as thoughtfully as possible.

You will find you start asking better questions

and looking for leverage instead of just tasks.

So let's move on to the first 30 days.

The headline is, learn everything.

And I don't just mean learning your job description

or where things live on the shared drive.

This is about learning how the company actually works,

how it operates, what its goals are.

You are arriving with something incredibly valuable

that you will lose very quickly if you're not intentional about,

which is an external perspective.

Within a few months, you will be completely indoctrinated

into the way things are done, the internal language,

the assumptions, the blind spots.

I have seen it happen at every single one of my companies.

It's natural because you are assimilating to the company,

but it happens faster than you think,

and you want to be able to provide value

when you do have this fresh perspective.

So in this first month, your job is not just to learn,

it's to observe.

Notice what feels disconnected between what the company says

about itself externally and how it operates internally.

Obviously, you don't need to ruffle all the feathers

in terms of this, but I'm talking about

if the brand messages this internally,

and you couldn't see that anywhere externally,

and therefore, none of your friends know

that this company stands for this,

and they can big up that brand messaging, that's great.

I'm not necessarily saying, come in and, like,

stomp all around the place and say,

you guys are an authentic all of that,

and I'll say, that would be helpful.

But just alignment in terms of what's coming across externally

versus what your aims are internally.

I'd really recommend you pay attention to repetitive processes

that also feel overly complicated,

and spend time looking for moments

where people seem frustrated, but resigned.

Like, that's just how it is, particularly

if you're coming into a more senior role.

I would really recommend writing all of this down privately,

and collecting your thoughts and insights,

and save it.

I'll come back to where you can use this later.

Another one of the most powerful things you can do

in this first month is to ask

a really good questions early.

This has two benefits.

First of all, it gets you clarity on things

and you're trying to learn everything, right?

Second of all, it shows that you are the type of person

who is invested in their role.

Like, they want to know the answers to these questions.

You wouldn't believe how many people show up,

expecting to get all sorts of promotions

and to live their dream career,

whilst doing the most bare minimum

they possibly can in every role.

I would really recommend asking your manager

what success actually looks like in this role.

Asked what they are personally struggling with

in the team or the department.

Asked what has historically not worked,

particularly in the role you're going into,

or in the department.

This shows you are thinking long-term.

It shows you can manage the job beyond the day-to-day tasks

that they are training you up on.

You have a wider view of the company.

You have a wider view of the team.

So in your first meeting with your manager,

right at the beginning of your first 30 days,

I would ask to put a meeting in 30 days in advance

to see how your role is going,

discuss your first month,

and then deliver them any of your insights

that you feel appropriate to mention at this time.

I would say, as part of this,

most managers are constantly

given problems without solutions.

If you can align your observations

you've made with your external perspective

to the pain points you've identified from your questions,

you will instantly become useful

in a way that goes beyond your job title

and is much more likely to be seen

as a route for promotion.

I'd really recommend using the meeting at that 30-day mark

to share high-level observations.

It's not a rant, it's not a long document,

it's definitely not an investigation.

Just themes and observations.

And where possible,

pair each observation

with a potential solution or improvement.

Even if it's rough,

it will benefit you so much

and a good manager will love this.

You are offering a fresh set of eyes

before you lose them,

which is the most important part of starting at any company.

And I do have to say,

at this point,

different managers will be different.

You will at multiple times in your career

get an insecure manager

who is going to hold you back from certain things

or they feel threatened by you

or they feel insecure about their own role.

You can still do this,

you just need to be emotionally intelligent

about how you do it,

where you do it,

the ways you push different things

and understanding what gets them going

and what makes them feel even more insecure.

Okay, your aim for the second 30 days then

is to start acting on what you've learned.

By the time you've hit month two,

you should be finding your rhythm within the role,

you should be reaching the first part

to that break even point we spoke about earlier.

And this is where a lot of people relax a bit

and just focus on doing the job,

which is fine,

because you can get back to living your normal life,

because you probably can have more plans

in the evening and all of that,

because you're not learning so much in the day,

you're so exhausted,

and trying to make sure you're performing at this role.

But this is also where you can really start to stand out.

So if you want to do extraordinary things in your career,

you have to do the things that other people aren't doing.

You absolutely, in any job,

I am not going to tell you,

oh, you can't sit back and just do the job.

Of course you can.

But if you want to get to places that other people aren't,

you have to do things that other people aren't.

Therefore, that means when you are settling

into a job role like this,

you have to understand what above and beyond is,

and most of the time,

you will not get to the next wrong

until you prove that you can operate at the next wrong.

And as unfair as you think this is,

it is the reality.

And you are much better off playing that game,

and doing it for yourself,

rather than for the company,

than not doing it at all if you want progression.

So this second month is the phase

where you start acting on some of the insights

that you've gathered in the first month.

Not all of them,

just one thing that will make a difference to your manager's life,

and that is the crux.

How can you make your manager's life easier?

That should be what you are asking yourself over and over again.

So this could be streamlining a process

that your team does every week.

It could be introducing a better way to take notes

to track approvals or to communicate updates.

It could be fixing something tiny that everyone complained about,

but no one has taken ownership of.

You just need to show that you can observe,

that you can think critically,

and then you can take action.

Managers remember people who reduce friction

and make things easier, clearer, or calmer.

Even if your manager hates you,

if you make their life easier,

they are much more likely to start to like you.

They are much more likely to start to think,

oh God, I really can't deny this person that much longer.

Like they make my life easier,

and that is what will get you a promotion.

And I can tell you from experience

that making your manager's life easier

is so much more valuable than being the loudest

or busiest person in the room.

And this is also the phase

where you can stop positioning yourself

as someone who goes beyond execution.

I'm not saying that you should completely let your life be run by your job

and go above and beyond not everything

and completely burn yourself out.

Don't do that.

But understand what you are doing for yourself.

Understand what you are doing for yourself

that is going to get you to the next level of your role.

And as I've said before,

to get to places that other people aren't,

you have to do things that other people aren't.

So if that's not you, fine.

If that is you,

show that you are someone who doesn't just do tasks.

But genuinely understands why those tasks exist

and questions and improves processes.

Also having a view of the company

beyond just your individual role

shows that you can be the type of person that is promoted to leadership.

And this really reminds me of something

that Vanessa King-Worry,

the Google MD,

said in her episode of this podcast

about taking on the jobs or projects no one else wants to do.

Because if you can turn around an entire project

that everyone else has let slide,

you will do so much more for your reputation at the company

rather than having a small impact

on the cool project that everyone wants to be on.

I'm just going to put that snippet in here for you

because I feel like it will be very helpful.

Try and do the things that no one else wants to do.

So everyone thinks that their career

is going to jump forward

by being on the most important project,

the biggest, shiniest, most visible project

and all of those things.

For bosses,

there's always some stuff that's left at the bottom

that you're just like,

oh god, I'll deal with that.

I need someone on that,

but I don't know who it is

and it's not profitable yet.

And the anecdote that always give there is,

and people ask particularly about the GQ thing

and being, you know,

in every single one of my roles,

I've been first and only in somewhere another.

What they say is,

but how did you become the fastest person

to be promoted to publisher in Condé Nast,

Britain, history,

and the youngest and all of those things?

The piece that's often missed around that story is,

I was not in the hierarchy.

So there's a publisher

who'd been there for donkeys years.

There was an associate publisher below that.

There was boom, boom, boom.

There's a mast head

that ranks the order

and everyone sort of moves up in a night,

you know, orderly British line.

I'd come into the organization

way down the mast head.

And there was a biannual publication

called GQ Style,

which was basically a pain in everyone's butt.

It happened twice a year,

and it snuck up on everyone.

There was no publisher on it.

There was no team on it.

It was the editor at the time

who was a huge character

and a very important pet project.

And everyone sort of did it because they had to.

There was no energy around it.

And so I,

everybody was chasing

becoming associate publisher

and what could they do

and they wanted the shiniest things.

And I said,

why don't you let me run GQ Style

and run it as a business

for the first time,

separate to GQ.

I would love to be the publisher of that.

I mean, I was like,

this was pretty audacious.

I was like, a young bug.

They were just like,

oh, that's not what we normally do.

But I said,

I don't need any resource.

I just need,

I can bring people along with me.

But I do need titles for people.

So if you allow me to give a parallel title

to certain people in the team,

I can galvanize energy around this

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And I manage to, for no extra investment,

turn it into a highly profitable part of the business

that then everyone wanted to be a part of

because you could suddenly have these elevated titles

and go out and meet with Chanel directly

and blah, blah, blah,

and what have you.

And so I tend to go for the low-hanging fruit

because there's less of a legacy

to prove and anything that I did was super visible

because it was such a low base.

I will say as well,

Vanessa's episode is amazing for anyone in a corporate job.

So if you haven't listened to that already,

I will add the link in the description.

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Okay, so for the final 30 days then,

your keywords are feedback, reflection and positioning.

The last month before when is likely

your probation review,

which for most people is three months,

is all about feedback.

And this is where a lot of people get uncomfortable

because it feels scary,

but it's one of the biggest differentiators

between people who progress quickly

and people who plateau.

Criticism or feedback,

a lot of the time in school

and in education generally was terrifying.

Like if someone went out that,

like you wouldn't necessarily invite that

from a teacher because it felt scary.

It felt like getting yourself into trouble for no reason.

That is not the case with corporate jobs.

That is not the case with most jobs generally.

Being someone who can take criticism

and who can take feedback

is the difference between being someone

who can be a leader and not be a leader

because you absolutely need to be able to take feedback

to be a leader.

So it has to be something that you invite

and you get very comfortable with asking for

and acting on.

You should not be walking into your 90-day review,

unsure of how things are going.

You need to seek feedback before then.

Obviously, at that first 30 days meeting,

I suggested that you put in with your manager,

you should have already got a little bit of a sense

of what's going well

and what's maybe going to need some work.

I would recommend continuously

from that point to probation,

checking in on those specific things

because nothing at your probation review

should really be a surprise.

Secondly, a really important part of this

is that it shows self awareness,

which manages value far more than perfectionism.

Asking for feedback is not going to plant seeds of doubt

in your manager's head.

If anything, it should show willingness to improve

and commitment to the job.

I know it would also strongly recommend

preparing for your probation like it's a presentation,

even if it's informal or you're at a small company.

Like come with examples of what you've learnt

of what you've observed,

of what you've improved.

Any early results you've seen from your changes

or your role within the company

and the path you'd like to set yourself on at the company.

You are not bragging, you are not begging,

you are telling the story of your first 90 days.

You are taking control of your career

so they don't need to take control of your career for you.

In fact, if you're interested in learning more about this,

I would really recommend listening to my episode

with Speaking Coach Susie Ashfield.

Before you go into that meeting to help prepare it,

she's so good at explaining how to turn your progress

into a story that someone will actually want to listen to

and how to present that confidently.

I think it's also important to remember

at that 90 day point

that most formalised feedback or reviews

become annual after this point.

And that's why it's so key to make a good impression

because you might not talk about your profession

for another year.

You want to make sure it is in the right place in their heads.

I would really recommend you make sure

before the meeting ends

that you confirm when your next review will be.

So you know what you're working towards.

And also particularly in some smaller companies,

they don't have a lot of formalised reviews

and that can be harmful for your career progression.

It's not something you should be trying to go out of.

It's something you should be trying to make sure

is in the diary

so that you have set aside time for your own progression.

As always with these episodes,

I wanted to speak to an expert on the topic.

So I spoke to the founder of Fuck Being Humble,

which is a woman's work community.

Stephanie sold Williams about how people can be more intentional

in the early stages of a role.

And why the first few months are such a powerful opportunity

to define how you want to work and where you want to get to

within your career.

Really great place to start is asking yourself,

what words do you want to be associated with

in the workplace or known for?

And then how can you marry up your actions to show that?

Because it's a really important reminder

of not just telling people you can do something

but showing that you can do something too.

And in that similar vein,

I think so often people wait for permission

before they step forward and make a good impression

and actually my advice to people

is don't wait to be invited and invite yourself.

Think about how you can be adding value

to other people, to the company,

towards the company's goals.

And make sure that you're not getting hung up

on feeling like you need to be an expert.

See yourself as a contributor.

So it doesn't matter how much experience you have.

See yourself as a contributor

to that has got something to say

that's got valuable things to share

and don't get caught up on needing to be

the smartest or cleverest or most experienced person in the room.

Another thing that I think is really important is

to self-promote all year round

and not just before your performance reviews.

It's so important to give regular updates

of all the status updates that you're doing all year round

so that people see the progress

you're making as and when it's happening.

This is especially important

if you are working remotely

because if people can't see you doing the work,

you have to make sure that you're communicating that message.

And not just promoting your own professional successes,

also be promoting the company's successes

through platforms like LinkedIn.

I have a contact with mine who was promoting the company's successes

and as a result of doing that,

someone at one of the global offices

invited her to take part in one of the global projects.

So she was able to build her reputation

even virtually through connections

that she'd never met before

because she was clearly demonstrating

her passion towards seeing the company grow.

And I think on that note is so important

to understand what the company is trying to work towards

and not just what your own professional goals are.

So you'll probably be hired with a job specification.

But it's really important to ask your line managers,

senior decision makers, the leaders of the company,

what does success look like?

How are we measuring good this year?

So that you can make sure that you're talking

about your contributions, not just in relation

to your job specification,

but also in relation towards where the company's getting.

So that's something that will make a really good impression

when you are working with new people.

And then I think it's also so important

to build intentional relationships with people.

I think a lot of people, when they work full-time,

think they don't need to network

or they don't have to work that hard

because they're in a company and they're looked after.

But it's a massive oversight.

And the more people you have backing you up,

advocating for you,

saying your name when you're not in the room,

the more opportunities you're likely to access.

So identify who those influential people are

in your career, in your industry,

and try and find ways to connect with them

and build up a mutually beneficial relationship

so that you have other people championing you.

And I think what's really important

as we go through our careers is to make sure

that you keep checking in on what you care about.

I've noticed a big shift at the moment

where companies are not expecting people

necessarily to follow a career ladder format anymore.

They're kind of encouraging you to take charge

of your own progression.

But a lot of people freak out about that

because they don't know where they want to go

and what they want to do.

So really simple thing that I recommend people doing

is creating a career bucket list,

all the things you'd love to achieve one day

without timelines or goals,

but just making sure that you have them

in the forefront of your minds

that when you're having conversations about your progression,

you're steering and you're molding the career

that you want to experience.

Instead of being put on a track

and realising 10, 15 years down the line

that it no longer aligns with you.

I also had so many thoughts on this topic

that didn't quite fit into the structure of this episode.

So before we end, I've also written down my top tips

for your first 90 days that I have learnt myself

from hiring for over 10 years now.

Okay, first, being likable is not the same as being valuable.

Obviously you don't want to be difficult

but if your main goal in the first three months is to be liked,

you will often avoid asking good questions

or challenging bad processes

which can be antithetical to being good at your job.

So remember that respect and trust

matter more than being the office plowner.

That doesn't mean you can't tell a few jokes.

I love telling a few jokes of work.

I love being a fun person to be around at work

but it shouldn't be the centre point

of what you bring up to the company.

Second, your calendar is part of your job.

If you let your calendar get filled entirely by other people,

you are signaling that your time has no strategic value.

Even early on, I would really recommend blocking time

for thinking, learning and preparation.

And beyond the inevitable intro coffee meetings

that you're going to need to have,

don't let your calendar get filled with meetings

that should have been an email.

I will say the caveat to that is if you are junior

and you are not coming in with a certain level of skill

necessarily and I'm not saying you're not skilled

but I'm saying that you're not necessarily high up enough

to dictate how things should run in a certain department.

You are probably going to have to do more meetings

than you want to do because that is how your manager likes

to run things.

Suggestions are still important at the right time

in terms of could we make this more productive

but you don't want to come across as someone

who just wants to get things out of their calendar.

So there's a fine line to walk.

Thirdly, do not assume that your manager knows

what you are doing.

This one is big.

Doing great work quietly does not equal being seen as effective.

You need to communicate, progress, learning and impact

in a clear way to your manager.

It is not their job to know what you are doing all the time.

They have their own job as well.

Fourth, solve problems that feel slightly beneath your role.

The fastest way to earn trust is to remove friction

that everyone else has accepted as normal.

People who make life easier, particularly for their manager,

become indispensable very quickly.

Fifth, I would really recommend you write things down.

So keep a running document of what you're learning,

walks confusing, what's working, what you've improved.

When review time comes around any time within the company,

this becomes absolute gold.

I think one of the biggest gaps in education

is that we are never taught how to actually succeed

in workplace.

And I feel like this is one of those invisible skills

that changes everything once you understand it.

Your first 90 days are not about being flawless at all.

And you're going to make mistakes

and you are going to get work on.

It's like that is the whole reason for asking for them.

But they are about learning fast.

They are about building trust

and they are about showing how you think.

If you do that well,

you will give yourself so much more control over your career

than most people will realize you are ever able

to actually affect yourself.

If this episode was helpful,

please send it to someone who has just started a new job

or is about to start a new job.

And as always, please make sure you are subscribed.

That means that new episodes will land

exactly where you want them every Monday morning

so that you can work on your career and your life.

And I will see you next week.

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