New members are welcomed to existing groups every day, but the depth and effectiveness of the welcome is often a random occurrence. Here are a dozen tips for the healthy integration of a new group member, whether in a corporate setting or the local community board.
1. Ask, “Do you want a new person in the group?” If the answer is: “No. We don’t want any change,” then avoid the hassle and do with what you have. Often the reality is that public groups, committees, boards, and even work groups do not want new input. They are essentially closed systems. That’s OK, but don’t bring in a new person. If the answer is, “Yes,” then consider the following tips.
2. Recognize, respect, and respond to the new person. This is the human piece, the “who are we” process. Recognize that things are different. “Anna is new to us. Maybe we can spend a few minutes talking about what is really important to each of us about this group so she gets a sense of who we are.”
3. Share the compass. What is the direction or purpose of the group? At times, a new member may not need to know much about history, but at least it should be accessible. If there is a strategic plan or goals for the group, those should be shared in order to get agreement to purpose as the new member joins. George Santayana said in “Reason in Common Sense,” “those who cannot remember the past are condemned to repeat it.” Sharing the past successes and failures is crucial.
4. Take time to adjust. New member assimilation takes time, and it is the fear of “wasting” time that can cause long-term problems. Group development is free. A dysfunctional group can be costly. Listen to their ideas, accept what may feel “old” to the existing group, and appreciate the chance to re-vision.
5. Align the new and the existing. A new member or employee has goals that may affect the unit’s functioning and decisions. Regardless of industry or sports, any high-performing team has a goal set before them to accomplish. High-performing teams recognize that the team goal is top priority and that each personal goal is defined and aligned to accomplish the team goal.
6. Talk about talking…how do we communicate? This can be difficult to do, but the reflection can be positive. On one level, it is as simple as sharing names and phone or e-mail contact information. But it is also identifying both the formal and informal communication processes that can be inclusive.
7. Utilize mentoring. Mentoring is an established process for onboarding. The tradition has evolved where the oldest or longest member becomes the mentor. Consider other approaches. Find someone who enjoys mentoring, or think about using the last new member to the group. Regardless, the mentor should be someone who is open to new ideas and will help find a way for the new member to bring what he or she has to offer to the group.
8. Explain the rules! Everyone should understand the formal structure, if it exists, of the group. Who’s on first? Are there formal procedures or processes? Are there “officers” and how are they selected? If the group says it has no formal structure, then how do the members make decisions? Unstated expectations can be one of the toughest barriers to overcome.
9. Value the new member. Most of the time, new members are brought into the group because they have some value that has deemed them worthy of admittance. Everyone wants to feel valued and appreciated. Be prepared and accepting of different views, even if you’ve “done it before.”
10. Find answers. New members of a group or an organization need to be able to find answers to questions when they need them. Well-documented materials and a centralized repository are key elements for high-performing teams. Make sure they have a place to go for any type of questions they may have. If you don’t provide it, they either will flounder or they may end up asking an unreliable source.
11. Review the purpose of the group. Most groups work within a given scope and purpose. When adding new members, don’t neglect to analyze their new ideas against the stated purpose for the group. Consider it an opportunity to re-assess or affirm the purpose and value of the group’s mission.
12. Build trust through connection. Trust is a common core element of relationships. How can we establish trust in the group? Personal stories of challenge that relate to the purpose of the group or the organization or a simple interesting life story can help to build relationships. Some organizations use various personality tests (such as Myers-Briggs) whenever a new member joins. It’s not that the test itself speaks, but the discussion among group members promotes empathy.
Closing the Loop
When newcomers enter a group, that group naturally will reform over time. Using these techniques can speed up that process and help ensure that the group can maximize its synergy. In Stephen Covey’s “The Third Alternative,” he states: “Synergy is not just resolving a conflict. When we get to synergy, we transcend the conflict. We go beyond it to something new, something that excites everyone with fresh promise and transforms the future. Synergy is better than my way or your way. It’s our way.”
If you are able to close that loop and function as a strong, cohesive team, then you can capture the energy and excitement that can come from it. Next time a new person joins your team, look for opportunities to put these 12 ideas into action. Feel the pinch. Move from dysfunctional to functional. Experience less storming and more norming. The group will be benefit and be that much stronger as a result.
Aaron Frias is HRIS & Analytics Manager with Integris Health (Aaron.frias@cox.net).
Mark Madewell is Senior Business Process Training Coordinator with Oklahoma Gas & Electric (markmadewell@hotmail.com).
Ed Cunliff is a professor with the University of Central Oklahoma (ecunliff@uco.edu) in Oklahoma City, OK.
