The psychologist named ways to get comfortable in a new team

The modern labor market has radically changed the approach to a career. Previously, a long-term stay in the same company was appreciated, but today's realities dictate the need for flexibility and constant development. In this regard, the issue of successful adaptation in a new team is becoming key for most working people. Psychologist Victoria Chalikova told Izvestia about this on November 28.

"The traditional advice that can be found on the Internet often boils down to general recommendations: be open, demonstrate skills, and explore corporate culture. However, they all revolve around the fear of "will you like me?" This anxiety makes a person tense up, try too hard to please and, as a result, miss really important aspects of building relationships. As a result, both the comfort of the novice himself and his professional efficiency suffer," she noted.

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The new approach suggests shifting the focus from trying to please to actively building trust and demonstrating one's worth. Instead of trying to be convenient for everyone, it is important to consciously broadcast your strengths and not be afraid to show uniqueness. Being comfortable in a team makes it easier to establish contacts, ask questions, seek support, and generate new ideas.

At the first stage of adaptation, it is useful to turn on the "observer" mode in order to understand the informal structure of the team and identify real leaders who determine the mood and decisions. The "mapping" of these shapes becomes a key tool. At the same time, it is important to quickly master the team language, including slang, jokes and rituals, which allows you to avoid communication failures and build trusting relationships. In parallel, it is worth analyzing which colleagues are positive and which are toxic in order to build a healthy "social diet."

"At the next stage, it is important to move from a passive state to an active position, expressed by the question "how can I help?". The point is not in the number of questions asked, but in their content, which demonstrates engagement and willingness to work. This approach, called the recognition of proactive value, allows you to gain the respect of colleagues and strengthen your own confidence by solving small but significant tasks," the psychologist said.

Help, she says, should be natural and come from a desire to contribute, not from a desire to please.

Equally important is the balance between the desire to be accepted and preserving one's own individuality. It is necessary to set internal priorities and start using your unique skills, which will have a positive impact on adaptation. This allows you to be useful to the team without losing authenticity.

The concept of "strategic vulnerability" is an effective tool. The ability to openly admit shortcomings, ask for advice, or offer to check your work creates a powerful impulse of trust and is perceived as a sign of maturity. Careful inclusion of personal experiences in conversations with colleagues, including failures and successes, contributes to the formation of emotional intimacy and mutual understanding.

After successful completion of the probation period, the stage of transition from the status of a novice to an "in-house" person begins. During this period, rituals and symbols that unite the team play a key role. Active participation in informal activities — dinners, corporate events — allows you to finally gain a foothold in the team. Co-created stories and jokes bring you closer to the group, and keeping your face strengthens respect. The trust earned in the team opens up the opportunity for initiative, making suggestions and participating in shaping a common future, which contributes to the transformation from a passive observer into an active participant and leader.

HR Director of the consulting company "Together.On September 30, Dmitry Chernyshov, a practicing psychologist, told Izvestia the advantages of candidates without work experience. He noted that today the employer has to rely not on ready-made specialists, but on the potential of a person: companies raise employees "for themselves", forming individual tracks of professional and personal development.

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