Graduate Development Programs

Resistance
Resistance to you will come about largely as a result of the perceived threat that you present.  However, envy is also a major source of resentment that manifests itself in resistance towards you.  At a fundamental level, this also relates to the perception of you threatening one’s prospects.

Some members of the organisation will resent missing out on opportunities and exposure that you will get in your graduate program.  They see you being given high profile assignments while they are stuck with the daily grind.  They may not sympathise with the CEO’s objectives in recruiting graduates.  As far as they’re concerned, they’ve put in the hard yards and also deserve the opportunity to advance.  I would agree with this.

Every company should have programs for internal advancement to recognise and fast track talent, regardless of the path they have taken to get there.  After all, it shouldn’t matter how you got into the organisation; if you are good, then it should be recognised.  Either way, their attitudes only become a problem for you if you allow them to.

In the short term, changing their opinion is not your objective, but neutralising it is.

Consistent with a competitive environment, you are most likely to encounter resistance from lower level managers or junior members of the organisation who have been at the company for some time.

As is often the case, it is those who perceive a threat to their standing in the hierarchy who will resist the most because they have the most to lose from your potential success.  You are aiming at the same prize.

Some junior members will recognise an opportunity to learn from your experience on the graduate program, just as you should seek to learn from their experience in the company, especially their systems knowledge and network of contacts.

As junior staff of a company undertake the grunt work, they are an excellent source to learn more about what makes a company tick.  Inevitably, it is those with a more productive and collaborative outlook who will advance the fastest, regardless of their current position in the company.

Some in lower level management positions may also recognise that you are indeed talented and may quickly surpass them, therefore present a threat to their prospects.  It doesn’t reflect well upon you when a graduate barely a few months into his tenure produces work that is of a higher standard.  It’s not always the case, but it certainly does happen.

Importantly for you, resist the temptation to develop an assumption that you are better than anyone else.  It’s just unhealthy, promotes resentment and very likely to be false.

You may have potential, but that means very little until you demonstrate your ability by actually delivering value.  Everyone else in the company has contributed more than you have to date, so it is important to be mindful of this and respect the efforts of others.

Support
For the most part, senior managers and executives are highly supportive of graduates.  It is this group whose support will be critical for your progress in the organisation, but don’t make the incorrect assumption that the game of influence begins and ends with them.

We will go into detail later on why developing a wave of positive momentum in your favour does not start at the top, but with those closest to you in your functional capacity.  This will include a step-by-step action plan.

Not all senior managers will appear to be supportive though.  Some belong to the “graduates should be seen and not heard” club.  More often than not, it is not personal, but typically what I would call “old school” types.  They might ask you to fetch them a cup of coffee in the morning, to which I would recommend polite refusal…”thanks but I have already had one!”

There are some organisations in which this will get you sacked, though you should ask yourself whether you want to work in such a corporate culture anyhow.  Of course, in some countries and industries it is perfectly acceptable to ask a subordinate to fetch coffees and run personal errands.  Use your judgement!

Indifference
The members of the department who are indifferent towards you are open to be influenced, both by you and others  These are the people who don’t perceive you to be a threat to their prospects and don’t particularly mind if you are useful to them or not.  They will be swayed by the prevailing views around them, which is why it is critical that you take charge of the process of creating your own wave of positive momentum.

In the next post I will outline your priorities to ensure you gain acceptance by your colleagues.  Make sure you don’t miss out! Remember to subscribe by clicking here.

Tags: acceptance, graduates, perception, productivity, promotion, prospects, resistance, support, threat