To "Hit the Ground Running", cut the chute first.

So, you created an impressive resume; a good relevant cover letter; got the interview call and you've bagged the job offer. Or may be you're just starting on a new project/role in your organization. And they need you to "Hit the ground running".  A common expectation these days, given that the recruiters/selectors are very specific about the skill-sets and "attitude-set" they look for. And most of us believe that all your past experiences, the success stories, list of achievements, experience with a vast number of situations will enable you to do that - "hit the ground running"

Quite surprisingly, that's not true very often. Your past success stories, achievements and testimonials together formed the parachute that helped you land in this position. The job of that chute was to land you safely. But now you need to start running. And you can't run with the chute on, can  you? To start running, you need to cut lose of the chute. And quite often, we forget that important step before trying to run.

Most of us have had, or worked with people with rich experience that promises an exciting future. Only to realize that that very past forms the excess baggage hampering the performance. The key I think is to un-learn and then start learning. Here's a three-pointer that I've seen work in most cases:

1. Start with an open mind-set. Don't try to categorize your current role/situation into one of your past buckets. Usually this manifests as - "Oh this project/situation is like the one I worked on with XYZ client. Let me begin with the approach that worked there." While that may be one of the right solutions, it may still not fit onto the bigger picture, or not align with the strategic direction or not take the existing constraints into account.

2. Once you have cut the chute, know where you are. Start with active listening and probing through targeted questions. Focus on "WHY" rather than "WHAT". Once you understand the WHY - the business motivation or the drivers, its easier to get the direction correct. And once you've got the direction right, picking up pace is easier. We wouldn't want to run fast in the wrong direction, would we?

For those like me in the Enterprise architecture space, BPMN talks about the Business Motivation Model . That's a good place to start.

3. And lastly - the feedback-loop. Keep reviewing your understanding and priorities of the drivers & constraints to adapt to changing situations. Being an agile enthusiast, I have realized the power of repetitive review and course adjustments. Its a great tool to ensure you're addressing the right concerns the right way.

Good-luck with your new role!

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