In your presentation to your interviewer, you are defining yourself as an ideal candidate. In a manner of speaking, those traits which you feel make you the perfect candidate define your brand. So, in order to drive your brand home, identify the primary things you would want others (your future teammates) to learn about you, which are consistent with the brand you introduced to the interviewer.

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.

"I'd start building relationships right away, revealing my work style, performing with consistency right off the bat. I'd establish respectful boundaries while building relationships without sacrificing performance. I'd set those expectations with my coworkers, and deliver on them. I'd give my coworkers the information they need to know how to communicate with me and how to work with me. By introducing these aspects to my process, I'd eliminate any grey areas and establish clear guidelines for how to work with me. I'd ask tons of questions, especially about all the behind-the-scenes stuff that I can; why they do things the way they do, and all the big picture stuff, including asking how I can make an impact in my new role, by finding out who the most successful individuals are, and what defines their success. I'd define what success looks like.

"So, I'd work on learning the ropes, gaining as much of a big-picture-scope as I can, while building relationships. 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. I'd put my all to earn my keep and build the trust of my coworkers to ensure I complimented my new team. 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."