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If you have been recruited to create something intended to develop the business, as in this case, it's easy to
feel under pressure.
It can feel like everybody is watching you and expecting immediate results.
Recently in the public eye, UK lawmaker Charles Clark has made the move from the Department for Edu-
cation and Skills to become the new Home Secretary and will undoubtedly be under enormous pressure to pro-
duce results.
The key in this situation is to turn the pressure into a positive challenge and a new opportunity for learning
and development.
It's important that you anticipate change as things will be different and it is likely that your working life
will become more demanding.
By ensuring that you have the support of family and friends, you should be better equipped to deal with
challenges in the workplace and receive the emotional backup you might need during the early stages of your
new job.
Once you know why this new position has been created, consider why the chief executive believes you to
be the best person for the job.
Try to identify the qualities that single you out for this job as your performance will certainly be judged by
your demonstration of these characteristics and deployment of these skills.
You were chosen based on the experience and skills you offer so it is very unlikely that you are incapable
of doing the job well.
When you begin your new role, don't expect too much of yourself settling in with the new territory. Al-
though you may understand the purpose of the job you're doing and the company itself, there will be areas of
the role you will need to learn, so try to find out exactly what is expected of you, the scope of your responsibili-
ties and how this will be measured.
If you know what your aims are you can begin to break each aspect down into manageable pieces which
will seem more achievable.
If you will be working with others, get to know your team and find out their strengths. It's easier to work
with others if you understand them and their abilities.
If working alone, talk to your manager about your concerns and ask questions about the job in hand. By
talking things through with your boss in an open manner you should feel less intimidated by the overall project
and more supported.
It's important to remember to ask for help if you need it and to voice any concerns you have in plenty of
time, before they become major issues.
You might find it useful to network with other managers outside of the organization who may have had
similar experiences and can share their knowledge with you.
There are also many resources available to give you technical information on systems development if you
require it. Once you have the information you need and are sure of your responsibilities, you need to believe in
your own ability and use your experience and skills to achieve the company goals set for you.
If you use the resources open to you and plan your workload you should succeed. Remember, the chief ex-
ecutive would not have offered you this opportunity unless he or she has faith in you.
T a s k 13. Before you read discuss these questions.
1. The phrase 'think global, act local' is often quoted. What does it mean to you?
2. A lot is said and written about 'global organizations'. What do you understand by this phrase? Which or-
ganizations are global, in your opinion? Why?
Perspective: The myth of the global executive
The key to success is to combine corporate culture with local knowledge and include, not reject national
characteristics, writes Tony Jackson.
Multinationals running their various businesses the same way all over the world may have been perfectly
acceptable 30 years ago, but it is not the way today. Nevertheless, the vast majority of even the biggest compa-
nies still have a culture rooted in their country of origin. Changing that is one of the biggest challenges to be-
coming genuinely global.
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