Go Beyond the Handbook
Every company has its core values listed on a wall or website, but your job is to figure out what they mean in practice. Words like 'Integrity,' 'Innovation,' or 'Collaboration' are not just buzzwords; they guide decisions and behaviours. Spend your first
few weeks observing how these values come to life. How do leaders talk about them in meetings? How are they reflected in the way your colleagues approach projects or solve problems? Understanding the lived values, not just the stated ones, is the first step to embodying them yourself. For example, if 'Inclusion' is a value, make a point to listen actively in meetings and ensure others have a chance to speak.
Ask Smart Questions and Listen Actively
During your probation, you are expected to be a learner. However, the quality of your questions matters. Instead of asking things you could easily find in a company document, focus your questions on process, context, and priorities. In your initial one-on-ones, ask your manager: 'What does success look like for someone in this role after 90 days?' or 'What are the team's biggest priorities this quarter?'. This shows you are thinking strategically. Being a good listener is just as important. When you receive instructions or feedback, take notes and ask clarifying questions to ensure you understand. This demonstrates engagement and a desire to get things right from the start.
Deliver Small, Consistent Wins
You don't need to solve the company's biggest problem in your first three months. Instead, focus on establishing a reputation for reliability and competence. Your manager is looking for evidence that you are a safe pair of hands. This means meeting deadlines, delivering work that is complete and well-checked, and being proactive about communicating your progress. Even small tasks, when done well and on time, build trust. If you finish an assigned task, ask your manager what you can take on next to help the team. This proactive approach shows initiative and a strong work ethic, signalling that you are a valuable contributor.
Actively Seek and Implement Feedback
One of the most powerful ways to show value is by demonstrating that you are coachable. Don't wait for the formal 30, 60, or 90-day review to ask for feedback. Schedule regular, brief check-ins with your manager. During these chats, ask specific questions like, 'Is there anything I could have done differently on that last assignment?' or 'What is one area I should focus on improving this week?'. When you receive feedback, the most crucial step is to act on it visibly. If your manager suggests a different way to format a report, make sure your next report uses that format. This creates a positive feedback loop and shows your manager that their guidance is valued and that you are committed to growth.
Build Collaborative Relationships
Your success is tied to your ability to work with others. In the first 90 days, make a conscious effort to build positive relationships not just with your direct team, but with people in adjacent departments. Learn the names and roles of colleagues you interact with. Be polite and respectful to everyone, from senior leadership to the administrative staff. When you need help, be appreciative. When you can offer help, do so. A new hire who is seen as a helpful and positive team player is far more likely to be viewed as a good cultural fit. These relationships are the channels through which work gets done and will be invaluable throughout your career at the company.
Connect Your Work to the Bigger Picture
Entry-level tasks can sometimes feel disconnected from the company's grand mission. It's your job to connect the dots. Try to understand how your responsibilities contribute to your team's goals, and how your team's goals support the company's broader objectives. This understanding allows you to prioritise your work more effectively and make smarter decisions. When you see the purpose behind your tasks, your engagement increases, and you can start identifying opportunities to add more value. Articulating this connection in conversations with your manager shows a level of strategic thinking that is highly prized, even in junior employees.
