Adjusting to a New Organisation: The Value of Patience and Observation

Adjusting to a New Organisation: The Value of Patience and Observation

Starting a new role in a new organisation is often accompanied by a mix of anticipation, enthusiasm and uncertainty. There is the promise of growth, fresh opportunities and the chance to contribute meaningfully. But alongside that sits the very real challenge of adjusting to unfamiliar processes, systems, values and people.

While most of us prepare for a new job by brushing up on technical skills or reading up on company policies, we sometimes overlook the subtler but equally important aspect of settling in – learning the organisational culture, structure and unwritten norms. This is not something that can be mastered in a few days or even a few weeks. It takes time, attentiveness and a fair amount of patience.

The Early Days: Observation Before Action

In the first few weeks of a new job, it is natural to want to make a strong impression. New employees are often eager to demonstrate their capabilities and identify areas for improvement. That energy can be useful, but it can also lead to premature conclusions or misplaced frustration.

Every organisation has its own rhythm. Some operate with flat structures and rapid decision making. Others have more formal hierarchies with multiple layers of approval. What seems inefficient or slow at first may in fact be intentional – a way to manage risk, ensure compliance or maintain consistency. Without taking the time to fully understand the underlying reasons, new employees may misinterpret these differences as flaws.

It is therefore important to resist the urge to make changes too quickly. Instead, invest time in observing how things function. What are the formal and informal ways people communicate? How are decisions made? Who are the key influencers, regardless of title? These insights are not usually written down but can be the difference between succeeding or struggling in a new role.

Learning the Culture

Organisational culture is a complex mix of values, behaviours and norms. It shapes everything from how meetings are conducted to how success is defined. Understanding this culture does not happen overnight. It requires ongoing observation and interaction.

For example, in some companies, direct communication and challenging ideas openly is encouraged and seen as a sign of strength. In others, diplomacy and consensus are more valued, and blunt criticism may be frowned upon. Walking into a new environment without recognising these nuances can create tension or alienation.

Rather than immediately trying to change how things are done, it is more effective to adapt first, observe patterns and then thoughtfully propose improvements when the time is right. Timing and context are critical. Even the most well-intended suggestions can fall flat if made too soon or without a solid understanding of the broader picture.

The Importance of Structure and Process

Many frustrations in new jobs come from not yet understanding the company’s structure or internal processes. Employees may feel confused by delays, unclear responsibilities or apparent inefficiencies. However, these issues often stem from a lack of familiarity rather than fundamental flaws.

A report by McKinsey & Company suggests that it typically takes new employees around six months to reach full productivity. That period involves not only learning job-specific tasks but also becoming familiar with how the organisation functions as a whole.

Processes that initially seem unnecessary may actually be in place for reasons that are not immediately visible. For instance, additional layers of review might exist due to compliance requirements, reputational risk or regulatory pressures. Understanding these factors takes time and usually cannot be fully grasped through documentation alone.

Real-World Examples

Consider the case of a senior manager who joined a mid-sized firm after many years in a large global corporation. She was used to clearly defined roles and detailed strategic plans. At her new company, she encountered a more fluid structure and a less formal approach to planning. At first, she saw this as disorganised and inefficient. But as she spent more time understanding the rationale, she came to appreciate the flexibility it allowed the team to respond to market shifts. Her initial instinct had been to introduce rigid planning tools. Instead, she took time to speak to team members and eventually introduced light-touch frameworks that suited the existing culture while improving clarity.

In another example, a friend of mine left a promising role within two months because she was frustrated by what she perceived as a lack of innovation. Ironically, just a few months later, that same organisation launched a major transformation initiative, involving several changes she had suggested. Had she stayed a little longer, she might have had the chance to contribute meaningfully to that process.

These stories are not uncommon. The early days of a new job can be misleading. It is easy to misjudge a culture or a structure without fully understanding the reasons behind them. Those who choose to observe, ask questions and build relationships are usually better placed to offer constructive suggestions and create lasting change.

Navigating Limitations

It is worth acknowledging that no organisation is perfect. Some are dealing with budget constraints. Others are navigating leadership changes or external pressures. While it is easy to focus on what is not working, it is often more productive to identify where you can have the most impact within the existing constraints.

Trying to overhaul systems or processes too early without the trust of colleagues or a full understanding of the business context can create resistance. On the other hand, taking the time to understand priorities, pain points and opportunities can position you as a thoughtful and credible voice.

Building Relationships

One of the most valuable actions new employees can take is to invest in relationships. Speak to people in different departments. Ask about their challenges. Learn from their experiences. These conversations not only help build trust but also provide invaluable context that you are unlikely to find in formal onboarding materials.

Strong internal relationships are often the foundation of effective collaboration. They make it easier to navigate the organisation, get support for ideas and understand unwritten expectations. They also help new employees feel more connected and confident.

Final Thoughts

Joining a new company is more than just taking on a new role. It is about entering a new ecosystem with its own language, customs and history. Success rarely comes from rushing to fix things or questioning everything too soon. More often, it comes from listening, learning and gradually contributing in ways that align with the existing culture and structure.

Becoming effective in a new job takes time. It is not a sign of weakness to pause, observe and ask questions. In fact, it is one of the smartest things you can do. Patience, especially in the first few months, is not passive. It is a strategic approach that allows you to build credibility, understand the terrain and ultimately make more meaningful contributions.

So if you are in the early stages of a new job, give yourself the space to learn. Resist the urge to compare everything to your previous role. Be curious. Be observant. And trust that in time, you will find your rhythm.