GET READY TO DRILL DEEP: STRATEGIZING TO NEGOTIATE FOR INTELLIGENCE

Effectiveness in a new role hinges on negotiating the conditions of your success. In order to negotiate, however, you need to be prepared. Only with the right intelligence can you make informed decisions. Consider what you know about yourself and what is important to you in any role you take on.

Tap into Networks

Peoplementors, sponsors, those on the inside and the outsidecan help you make solid decisions. But you have to seek out their counsel. Have you tapped into your networks to gather data on the company, the key players, and the role?

Prepare a list of questions you need answered about the role. Pay attention to your motivations for considering the assignment, issues that make you uneasy, and your other options.
Who inside or outside the organization is best positioned to provide the answers you need? (If you are having difficulty identifying the right people, ask yourself, Who knows the people I need to talk with? Then ask that person for an introduction.)
Who knows you well and can be trusted to give good advice? Encourage them to ask you challenging questions about why you should or should not relish the assignment.
Is there a pattern in the information that you don't want to acknowledge ? What is it telling youabout the personalities involved or the histories of your predecessors?

Scope Out the Possibilities Through Engagement

Success in any role is more complicated than simply doing a great job! You will have a hard time enjoying the work and performing to a high standard if you do not enjoy solid working relationships with your peers and key players in the organization. Have you engaged them in meaningful conversations about their expectations?

What business and organizational issues do you need to discuss with key players? What do these discussions indicate about your chances of establishing good rapport with them?
Does your style complement theirs? If not, how might that complicate your working relationships?
Does the role as described fit your needs? What modifications can you propose? If you do not think you are in a position to turn down the assignment, how much flexibility do you have in defining it?

Confront Confusion

Is there anything that seems confusing to you? Are you getting mixed messages? Trust your instincts . If something seems odd, you need to ask more questions.

Why have you been selected for this assignment? Are your experience and skill sets a good fit? How serious are any perceived gaps?
Are you getting mixed signals about the firm's commitment to the business objectives or to your appointment?
Do you have a clear mandate ? Is there consensus on the problems? How committed are the key players to fixing them? What will it take to get their commitment?
Do you feel comfortable that you understand the parameters of the role? Where do you fit on the organization chart? Are there any disconnects between the descriptions of the role you are getting and the organizational structure?

Anticipate Blockers

Do you expect resistance? You should. Don't be surprised. Figure out the people who might be potential blockers and think about the reasons why.

Who might be unhappy with your appointment? Why?
Will anyone feel threatened by your appointment?
How can you bring them on board or at least neutralize them?
Will you have the authority to redeploy or replace them if their resistance becomes destructive? Have you enlisted key players to still doubts or blunt outright opposition ?