22 MAY 2009

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Transitioning Industries #2:
Who You Know

Part 2 of a 3-part series

In the last issue of Community Post. we reported some of the feedback we received from readers to guide any project manager who plans to transition industries — because of tough economic times or for any reason. Here we share more of your advice on this subject.

By doing your research and solidifying your project management knowledge, you've gotten your industry transition off to a great start. Next, you need to move beyond facts and figures, and look at the people you’re going to work with.

Understand the New Culture

Every company has a different culture. In order to succeed, you need to understand your new company’s culture, and how you can fit in.

“First and foremost, I recommend understanding the new culture when transitioning to a new industry, although I think this applies whenever you change jobs,” says Debra Feinman of Ellensburg, Washington, USA.

A company’s documents can help, says Anuj Setya of Atlanta, Georgia, USA, especially past ones that can give you a sense of where the company has been and how it’s changing.

Gail Goodwin, MS, of Albuquerque, New Mexico, USA, recommends that you “request formal as well as informal new employee orientation in the new company, based on each of the functional and project areas you will lead and support.”

Remember, too, that cultural differences don’t just exist at the company level. If you’re moving to a new country or even another part of your current one, you may encounter different customs and cultures. Your project management knowledge may not fully prepare you for these environments, says Tony Ras of Pfäffikon SZ, Switzerland, who notes that cultural clocks tick differently in various parts of the world. To prevent your failure on the basis of cultural differences, learn about the norms and behaviors ahead of time.

“Make sure you are aware of the cultural environment you have to work in,” he says.

Networking

One of the best ways to adapt to a new organizational culture, however, is to just pay attention to your colleagues.

“Identify and meet with key individuals within the organization in order to ask questions,” says Mark Roscoe, MBA, PMP, of Greenwood Village, Colorado, USA, who also recommends identifying allies and influencers.

Seeking out a company’s hierarchy helps, but it may not give you all of the answers you need. Dave Schramm, PMP, of Kalamazoo, Michigan, USA, suggests finding subject matter experts. These individuals may not always be the ones in obvious positions of power, but they can be a tremendous resource for you.

“What I found that worked the best was to seek out individuals around me that were willing to give me the back story and take time out of their day to bring me up to speed on the jargon. Finding these subject matter experts was extremely valuable to me,” he says.

As in any situation, however, you should be careful who you confide in and turn to for help. Haroon Awan of Dhahran, Saudia Arabia, says that the wrong choice could damage your career.

“Choose these people carefully so that they don’t go out and make negative campaigns about your lack of knowledge,” he says.

It also helps to find a “go-to” person who can help with all facets of your transition.

“Identify a mentor in the new organization that can help you learn about the industry, the organization, and how things are done,” says Mr. Roscoe.

Teamwork

Your project team members, too, are a crucial resource as you make the transition, but you must be willing to take advantage of them. Rely on your team to give you the information you need, but don’t be afraid to make it clear that you will need their help.

“Be assertive and vulnerable—no apologies for what you don't know, or for what you do know.  You're a professional whose been brought in to do a job. Do it, but with a clear admission of what you don't know, and sincere requests for bringing you up the learning curve,” says Mark Schaaf, MPM, PMP of Houston, Texas, USA.

“Then, take the offers for help seriously and pursue your development…with rigor and authenticity,” he says.  “It will show you are committed and sincere. That will build trust, as well as alliances and a network of trusted sources,” he says.

Many of you might be afraid of looking vulnerable in front of your teams, but it will help you to complete the learning process and earn the team’s respect at the same time.

“Do not fear ‘losing authority’ by asking questions because normally this is a sign of real interest in ‘getting better’ and of respect towards other people’s expertise,” says Vera Gawlick, PMP, of Solothurn, Switzerland. “There are no ‘silly questions’.”

Yet, you should also be prepared to lead your team, not just depend on them for help. While they are an invaluable resource for getting you up to speed, don’t be afraid to take charge and start guiding the project when you feel comfortable.

“The relationship should not be one-way,” says Mr. Setya.

When making a transition, remember to learn about your company’s culture, network with your colleagues, and rely on the resources of your teammates. Using and accepting the expertise of the people around you will help you succeed.

For more information on transitioning from one industry to another, look for the first part, which ran in the 8 May issue of Community Post, and for part 3, which will run in the 12 June issue. Part 1 focused on your knowledge base, and part 3 will focus on how you act.