In today's world of flexible work and intensive performance　assessment, careers are often measured in months rather than decades。 　

　　"It's the people, stupid!" Nigel Nicholson, professor of organizational behaviour at the London Business School, offers this important piece of advice to anyone starting a new job. "It's not the job, it's the people in the organization," he explains. "Get to know them, get to know their perspectives, get to understand what's driving them, get to figure out what the psychological issues are, what the tensions are. The more you know, the better."

　　Nicholson has a simple rule about what people should bring to an organization:" I call it 'VIP': vision, identity and passion. If you can bring some of all those things with you, then you will find it easier to communicate in future." What does he think is the most important thing to remember in the first 100 days? "Don't worry about whether you're going to be able to do the job or not。

　　That's never the issue. It's the relationships that matter; the first thing is, think about the relationships."
　　
　　If you're planning to change jobs or start a new career, you need to understand the transition cycle, says Professor Nigel Nicholson of the London Business School. He identifies four specific phases requiring strategies for the first 100 days and beyond:

　　1 Preparation 

　　Get to know the company and organizational culture you are joining, the products/services it offers, and its key people。 　

　　2 Encounter 

　　Listen and learn when you start your new job. Keep your eyes open and ask questions, even if they seem stupid or you already know the answers. You won't get another chance to question as openly as this。 　

　　3 Adjustment 

　　In this phase, you aim to reduce differences between you and the organiztional environment by changing either the environment or your behaviour。 

　　4 Stabilization 

　　Finally, you put in place the things that are going to hold your new situation together and make you part of the organization--before you move on to the next stage of preparation for another change。

        在當(dāng)今這個(gè)工作靈活多樣、業(yè)績評估又十分苛刻的世界里，職業(yè)生涯通常是以月份而不是以年為單位計(jì)算的。
　　
       “人才是關(guān)鍵，傻瓜！”這是倫敦商學(xué)院的組織行為學(xué)教授奈杰爾尼克爾森對職場新人提出的一條重要建議。“關(guān)鍵不在于工作，而在于公司里的人，”他解釋道，“去了解他們，了解他們的看法、動(dòng)機(jī)，找出有哪些心理問題，壓力又是什么。你了解得越多越好。”

        尼克爾森有一個(gè)簡單的原則來概括人們應(yīng)該為一家企業(yè)帶來什么。“我把它稱作‘VIP’法則，即眼界、個(gè)性及熱情。如果所有這些東西在你身上都能找到一些，你就會(huì)發(fā)現(xiàn)在日后的工作中溝通起來更為容易。”在他看來，什么才是職場頭一百天里最應(yīng)該銘記的頭等大事呢？“別去擔(dān)心你是否能夠勝任這份工作。這從來都不是問題。最關(guān)鍵的是人際關(guān)系。首要的一點(diǎn)就是考慮人際關(guān)系。”

        如果你正在考慮換工作或是開始新的職業(yè)生涯，你需要了解職場轉(zhuǎn)變周期，倫敦商學(xué)院的奈杰爾尼克爾森教授說。他提出，在入職頭一百天以及之后的時(shí)間里，有四個(gè)階段需要運(yùn)用特殊戰(zhàn)略：

         1  準(zhǔn)備

        了解你即將加入的公司及其企業(yè)文化，了解公司的產(chǎn)品/服務(wù)以及公司中的重要人物。

        2  體驗(yàn)

        開始新的工作后要多傾聽，多學(xué)習(xí)。睜大雙眼，多問問題，即時(shí)問題顯得很蠢，或是你早已知道答案。因?yàn)槟悴粫?huì)再有可以這樣坦誠提問的機(jī)會(huì)了。

        3  調(diào)整
   
       在這個(gè)階段，你的目標(biāo)是通過改變環(huán)境或者自身行為來減少你和企業(yè)氛圍的差別。
　　
       4  穩(wěn)定

       最后，把那些構(gòu)成你的新局面、令你成為公司一分子的因素歸位——知道你要為下一次換工作做準(zhǔn)備為止。