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How many times have you been part of an organization, team, effort or any group when a newbie shows up full of helpful energy that only ends up walking paths you have already traveled. We are all pleased when someone engages and is ready to take on work but dismayed when new paths are ones you have taken.

Ignorance of history is one thing; not seeking to learn about the past is just ignorant. Fresh from school or a course in something new is an exciting place to be for all of us but a little direction and case of tools that are yet mastered is dangerous. Often individuals who are experienced managers more than experienced team members can create disenfranchised teams by not learning before they engage.

When an executive in on-boarded they get a private meeting with a few leaders or BoD members who lay out the problems and paths based on what they have been exposed to, then an agenda is formulated. Folks this is a recipe for disaster. Blame is placed on the exiting person and proper analysis never occurs.

We see this time and time again. Strong leaders take the responsibility and cycles to dig in and determine root causes then review the situation with those in it. This approach is powerful when you are trying to out the lobbyists and disruptive elements, determine those who are on target and review efforts to right the ship that came before. Yes there are most likely things that have been the right choices but poorly executed but you need to be clear about what is different. BTW it is not You!

Walking tried paths without awareness will destroy teams. Leaders who do this often find teams disconnect while the leaders catch up rather than correct the new leader. Over time the team deteriorates, losing all enthusiasm. Establish a good baseline first then add value and be clear about it.

Many good leaders also suffer a degree of what looks like Aspergers Syndrome. This was described simply to me by a relative who is a noted researcher in this area in the following story. A normal child will see a sand box with kids playing in it and walk up, ascertain the dynamics and engage with activities then adjust the activities to their preference and style in time. The Aspergers child will walk up to the same sandbox and jump right in, disrupt and change the play. That child often remains playing alone. It is hinted that many great innovative leaders have Aspergers behavior.

How can you find the balance in your interactions with others and markets were you are respectfully/knowingly disruptive? Try by understanding that Baseline first!

Not talking your values but your value! Your value is what you bring to the market. This evolves and like all things needs fuel to grow or it slides into a zero state. Coming out of college you have a head full of knowledge that is the same as everyone else unless you have been smart enough to have interned or pursued conference sessions somewhere that discusses current application.

Your value is baseline and minimal at this point. You can learn to leverage your interpersonal skills or ability to learn, many companies like this state even for more seasoned staff, not many which are innovative though. Innovation takes experience in the real world, experience in other seats and with failure. Yes failure is a great teacher.

The base of our society like it or is and will always be merit, no civilization has advanced without a meritocracy baseline. As a species we seek the best and that appears from work and more so from facing down adversity. Many feel their value is based on success rather than experience. Steve Jobs was proud of his failures and embraced them like so many before him.

Embracing failures, moderate performances and success is a key that many look for in teams. One of the reasons baseball is a great sport is the 163 games per season and winning 100 of them is top tier performance.

Let’s look at your value curve as if you are a ball player. First you emerge from college showing some promise so you are recruited and placed in the farm system to prove your worth and mature your stuff as a professional athlete. This is the same for the PM out of school, you get the staff role and show you can scope and run a project.

Next you get the first mid reliever role, (2-3 mid innings) in PM that is a product extension or mature product P&L if you are a star. Finally a starting role as a product lead puts you in the drivers seat for the first time, don’t be shy you will have great releases and bad ones but you if good will learn to spot and correct in process the tendencies that take products off to the failure heap.

When speaking to PMs about opportunities internal or external embrace the failures or more so the learning you took away. When you ignore failure arrogance sets in, when you fail to learn stupidity sets in. Raise your value and learn from yourself and others.