How do you build and maintain functional relationships with colleagues working in other locations?
"I'd get to know everyone there. I'd work hard side by side with them, and keep my head down. I'd exhibit my positivity, and ask for their insights and their tips and tricks to get the work done as efficiently as I could. I'd actively listen and participate, and keep asking questions to absorb as much as I can. Once I feel I've built some strong working relationships, I'd keep trying to identify kaizen opportunities and would innovate from there. I'm there to contribute and make the team stronger as a whole. That's my goal."
What they are asking here is how you've gone about earning credibility in the workplace. Even if you were the top performer at your last job, you still have to prove yourself when working with a new team. It takes time to establish relationships and even more time to show you have what it takes. When hired at a new job, it's natural to want to prove yourself. Your approach to building relationships while exhibiting a strong work ethic is a tricky balancing act. There are many behavior types. Your approach aims to reveal your personality type to the interviewers and how well you'll fit into their team.
In order to build rapport and trust with a new team, a recruit needs to learn the ins and outs, before suggesting anything that needs fixing or improvements. The best way to evaluate what you can contribute is first working side by side with those who are more familiar with the environment. Seeking their insights, asking questions, and getting a clear understanding of their systems before you offer suggestions on how to improve upon them goes a long way. Familiarize yourself with the 30/60/90 rule: The first month of a new hire's 90-day probation period should focus on familiarizing themselves with the team, company, products/services, clients, etc. Month two should be spent studying current processes and procedures, and identifying strengths and weaknesses. In the last month, that hire should be well-grounded in the role and capable of identifying growth opportunities. Past the 90-day mark is considered an acceptable time to implement innovation.
