2Dec 20

10 Tips for Leaders with Team Members Starting New Roles from Home

10 Tips for Leaders with Team Members Starting New Roles from Home

To download the full report, please click on the below:

Top 10 Tips for Leaders with Team Members Starting New Roles from Home - Report


1. Accelerate Speed to Effectiveness
2. Enable Focus, Identity and Belonging
3. Ensure Well being and Reduced Anxiety/ Stress

Imagine starting your career, first job or a new internal role from your bedroom. If you’re at
school, university or a recent graduate it’s likely that it is in a shared house, noisy and cramped.

New starters or individuals starting new roles are already anxious. They want to impress
everyone , fit in and belong, create value and be valued. Leaders must build their confidence.

If it was our first day at school we’d have already attended an open day and met lots of people.
On our first day we’d surround ourselves with new friends in the same situation. We’d enter the
environment and be immediately ‘advised’ by notices on walls, student alumni achievements,
school mottos of what the values, expectations of behaviour and rules are. In the first lesson if
we were struggling we would simply lean over to our new friend and ask them for the answer or
the method. Every 90 minutes we’d play together and build teamwork and connection. During
the breaks we’d be walking and running through the corridors and unconsciously absorbing the
culture of the school as well as signing up for social clubs and fulfilling a boarder purpose beyond
exam results.

Back to the new work environment! Starting a new role in the new working from home
environment can leave people feeling isolated and vulnerable. Asking silly questions is much
harder, learning is slower, building relationships and connecting with the culture is awkward and
clunky and enjoying our honeymoon period can feel forced.

We have interviewed 3 individuals who have all graduated within the last 2 years and have all
started a new role virtually. Each one provides a unique and insightful perspective and highlights
the difference in approach of different companies, emphasising what works and what doesn’t.

To read these interviews, please download the full report at the top of the page.

1. Interview 1 A recent graduate from a top university, who has struggled to find a graduate
job due to the impact that Covid 19 has had on the job market. They have secured a
freelance position at a British Design Consultancy and has started virtually.

2. Interview 2 Since doing their placement year at a Multinational Technology and Consulting
Company, they have returned and joined their large graduate scheme for their first year

3. Interview 3 Having already worked at a British Multinational Pharmaceutical Company for
over a year on the graduate scheme in the office environment, this interviews explores what
it’s like to change onto a new graduate rotation in a virtual environment at a large company.


So, what can Leaders do?

1. Team Introductions, Collaboration, and Integration
Rapid inclusion into projects, more team based activities rather than independent tasks
that requires integration into the work and the outcomes

2. Purposeful , Meaningful and Task Based Goals
Set short realistic goals that are task based. These goals need to be linked to the
organisations purpose and values at every opportunity to connect the new start to the
company ethos

3. Branded Environment
Provide branded goods, (water bottles, mugs, clothing) and platforms (Teams, Zoom)) to
make them feel a sense of pride and belonging

4. Buddy System
Assign a friend that works closely with them from within the team. Preferably someone
experienced in the firm and someone relatively new. The experienced buddy provides
the accurate answers and the other new starter provides the psychological safety to ask
‘silly’ questions

5. Open Communication
Re-create the virtual environment as if you are all sitting together. Keep a zoom call
open all day between the buddies. This replicates being with them all day, accompanied
and safe

6. Recognition
Provide frequent feedback to instil as sense of value and contribution

7. Training
Competency development provides confidence. Rapid development will drive skill and
performance and eliminate any sense of the ‘emperors new clothes’ worry that new
starters often feel

8. Growth Mindset Development
Resilience, mental toughness and the appreciation that work ethic, curiosity and
ownership will drive outcomes. Should they ever feel ‘fixed’ or a victim then a growth
mindset will create a change to their circumstances and empower them

9. Visibility and involvement
Find ways to keep their role, activities and tasks visible to the leaders and the wider
team. Involve them in team projects and events. Its not just about the leader being
visible to the new starter but the new starter having a reason to be visible to the leader
and team

10. Line Manager Development
Line managers need to be trained on how to manage remotely, how to deal with change
with emotional intelligence. Leaders need to shift from 60% task/result 40% people to
60%people and 40% task/results. New ways of working requires new leadership skills.
Arcadia offer the following programmes to support this:

Inclusive leader
Virtual leader
EQ leader
Purposeful leader
Growth mindset leader

Leaders will need to recognise that much of the identity, branding, pride and belonging
was previously provided to new starters by the organisation, the building and the
informal colleague conversations.

It is the leaders duty, responsibility and challenge to build the teams confidence.