Bryan Power

And these combinations don't naturally come together because they tend to have different ways of operating. But if you build that relationship almost with your foil, the person who is not unsuccessful, successful, they're just doing it a way you would never do. You're almost surprised that they're successful. That relationship can be very key. And so I encourage people to be proactive

And these combinations don't naturally come together because they tend to have different ways of operating. But if you build that relationship almost with your foil, the person who is not unsuccessful, successful, they're just doing it a way you would never do. You're almost surprised that they're successful. That relationship can be very key. And so I encourage people to be proactive

You can usually think about it. If the team's big enough, company's big enough, there's someone where you're like, I just don't get it. Go make a relationship with that person because they will get just as much out of you in your way. And that can help buffer you from the stuff that's either uncomfortable or confusing or unknown that's very natural to them.

You can usually think about it. If the team's big enough, company's big enough, there's someone where you're like, I just don't get it. Go make a relationship with that person because they will get just as much out of you in your way. And that can help buffer you from the stuff that's either uncomfortable or confusing or unknown that's very natural to them.

Because it's probably the opposite is true. The things that come very easy to you will probably be harder or more confusing for them.

Because it's probably the opposite is true. The things that come very easy to you will probably be harder or more confusing for them.

I'll give people two, and this works for leaders as well as anyone joining a company that I think are significant.

I'll give people two, and this works for leaders as well as anyone joining a company that I think are significant.

The first is really around three or four weeks in, you almost have these night vision goggles where you can see the company, the culture, their processes, their way of doing things in this incredibly visceral way because your brain is actually working in overdrive because it's in a new environment. Your limbic brain is charging to make sense of this world.

The first is really around three or four weeks in, you almost have these night vision goggles where you can see the company, the culture, their processes, their way of doing things in this incredibly visceral way because your brain is actually working in overdrive because it's in a new environment. Your limbic brain is charging to make sense of this world.

So you're actually accessing like way more juice than you normally would. And a couple of weeks in, you kind of actually start to understand it, but you haven't yet assimilated. And so your ability to really share reactions over like what is this company is profound three or four weeks in around that timeframe. Not your first week, everything's too new.

So you're actually accessing like way more juice than you normally would. And a couple of weeks in, you kind of actually start to understand it, but you haven't yet assimilated. And so your ability to really share reactions over like what is this company is profound three or four weeks in around that timeframe. Not your first week, everything's too new.

Not two to three months in because you've kind of started to settle in. But like a month in, you can just share incredible observations. So as a... People leader, like I really seek out these new higher observations a month in because they can really confirm or educate on what you think your company actually is. And they have no agenda. They're just like, wow, this is really interesting.

Not two to three months in because you've kind of started to settle in. But like a month in, you can just share incredible observations. So as a... People leader, like I really seek out these new higher observations a month in because they can really confirm or educate on what you think your company actually is. And they have no agenda. They're just like, wow, this is really interesting.

I've never seen this before. This really stands out. This is so cool. Those are like the observations I think are really powerful. And that can help your onboarding. You know, you're letting people understand maybe something they didn't appreciate that's so different because they've been here now for four or five years. It's just become... their day-to-day.

I've never seen this before. This really stands out. This is so cool. Those are like the observations I think are really powerful. And that can help your onboarding. You know, you're letting people understand maybe something they didn't appreciate that's so different because they've been here now for four or five years. It's just become... their day-to-day.

The second thing, which I think is one of the most common traps, one of the most common mistakes of starting in a new environment is this urge to just prove yourself too fast, to swing for the fences. Because we all seek this validation where they're like, oh my God, Brian is such a good hire. This guy's amazing. Everyone wants to hear that a month in. Who doesn't want to hear that?

The second thing, which I think is one of the most common traps, one of the most common mistakes of starting in a new environment is this urge to just prove yourself too fast, to swing for the fences. Because we all seek this validation where they're like, oh my God, Brian is such a good hire. This guy's amazing. Everyone wants to hear that a month in. Who doesn't want to hear that?

And so what that means is you're looking for this opportunity to just be like, oh, I totally got it. I understand. I know what to do. We should do this. The problem is, is related to the first point. There's so much you don't understand. And so your brain might actually be making a mistake at pattern matching. You think you're seeing something you've seen before, but you actually don't.

And so what that means is you're looking for this opportunity to just be like, oh, I totally got it. I understand. I know what to do. We should do this. The problem is, is related to the first point. There's so much you don't understand. And so your brain might actually be making a mistake at pattern matching. You think you're seeing something you've seen before, but you actually don't.