How to Integrate into an Existing Team

A client who is beginning her journey into the realm of leadership was invited to join the cross-departmental marketing team for her company. This is a team comprised of people from a variety of departments, all with a vested interest in how marketing boosts the sales for their department as well as the whole organization.

Her first meeting was a little rocky. She wanted to demonstrate her enthusiasm and be seen as a contributor. But her energy wasn’t received well. She came to me for coaching and to learn how to show up differently so she would be seen as a valuable part of the team.

Not all teams know how to effectively integrate someone new. Here are some steps you can take to facilitate your own smooth entry to an existing team.

Start with intentional trust-building. Trust is built one experience at a time and one conversation at a time. If you charge into an existing team dynamic full of vim and vigor, eager for your voice to be heard on day one, you may be wondering why you aren’t well received. In the beginning, it is time to listen, observe, and learn about the norms, cadence, and processes (formal and informal) of the team dynamic. In time, as you build your understanding and demonstrate you are trustworthy as a team member, you will be invited to share your opinions and feedback on strategies and ideas. There is so much value in have a new eyes on an existing project. But not all teams recognize this right away.

Make sure you fully understand the purpose and goals of the team. What are they trying to achieve? What problem are they trying to solve? Is there an existing strategic plan for the team? What is the team’s mission or purpose? What have they already achieved? Understanding these things will help you to avoid making suggestions or contributing in ways that aren’t helpful.

Find a mentor who has experience on the team. Take notes on process based or context based questions you have and then follow up with your mentor after the meeting. Taking up excessive time during the meeting to ask for explanations or context, can cause frustration among the other team members.

Know that reason. Ask the person who invited you (and your own supervisor who approved it) what they see as the skills and experience you can best contribute.You were invited for a reason.

Listen more than you speak. Ask clarifying questions when something is said that you don’t quite understand. As you begin to understand the dynamics, it is time to begin contributing. Initially it can be helpful to offer suggestions in question form. “I’m curious. Has the team tried this before?” or “Do you think this might be beneficial?”

Be aware of landmines. Often in cross departmental teams, there are divisions and loyalties. Spend time noticing the dynamics of the team and avoid aligning yourself with any one group. Be impartial, like Switzerland! Avoid gossip or negative discussions outside the meeting.

Become comfortable with and understand healthy conflict. Healthy conflict is about focusing on what is the best interest of the good of the whole and working towards a win/win rather than a win/lose solution. In healthy conflict, nothing is personal. It is all about the team goals and the organizational success. There is no place for individual egos on a cross-departmental team.

If you are asked for your opinion, insight or ideas, speak in facts and with confidence. Avoid using weak words such as, “I’m sorry to say” or “I’m not sure but maybe” or “I’m wondering”. Avoid continually referencing a former job, “In my former company, we did X.” Instead use clean and clear communication that is based in fact, “We saw an uptick in sales last month when the newsletter featured a recipe along with the product. What do you think about doing that monthly?’

Don’t start sentences with, “I know I’m new but”. You were invited to the table. Leaning on a crouch of being new isn’t a strength-based approach. You are perpetuating a story that will make others thinks twice before seeing you as a valuable member.

Volunteer for assignments to contribute to getting the work done but only when you are sure you have the skills, knowledge, and competency. And can complete the task by the due date. If a task is interesting to you but you aren’t skillful in that area, ask if you can support the person who does have the skills so that you can grow and learn. But make sure you have approval of your own supervisor before you commit.

Ask for feedback. As the group lead or other participants for feedback on how you are contributing and showing up. Listen. Don’t defend or justify. Take action where you can. Ask for help with things you don’t know how to fix. Be grateful for when your strengths and value are noticed.

Being invited into an existing team is an acknowledgement of your skills and potential. It is one step forward as you develop your leadership presence.​ With time, you will become a respected member of the team. Your voice will matter. 

Be aware of the energy you bring to the room. If you come in too ambitious, offering too much, and without having done your research, talking too much, or aligning with a specific fraction, you may just have a bumpy integration and develop a reputation that isn’t what you want. 

Being seen as trustworthy means being consistent, listening, asking good questions, and staying focused on the goal.

If you are hoping to be seen and heard as someone who is valuable to the organization and has potential for leadership, I can guide you as you develop your leadership presence. Let’s talk!