How to Start Your New Job Off on the Right Foot

This month, LinkedIn's Pulse articles feature the "My First 90 Days" series. So far, hundreds of LinkedIn Influencers and others have shared their insight and wisdom about making the right moves during those critical first few months on the job.

The initial training new employees receive used to be called orientation, but the new term is "onboarding." According to the SHRM Foundation, "Research shows that organizations that engage in formal onboarding by implementing step-by-step programs for new employees to teach them what their roles are, what the norms of the company are and how they are to behave are more effective than those that do not."

As important as this training is for the employee and the employer, companies often don't offer it or don't do it well. This means in order to succeed in your new job, you'll have to take the bull by the horns and make sure you onboard yourself. Here are recommendations on how to start your job off on the right foot.

Do pre-work for your job. Even before your start date, there are things you should be doing. In the "My First 90 Days" series, Guy Kawasaki, author and former chief evangelist of Apple, recommends you "[a]sk your manager what you can do before you start." Kawasaki also recommends many other pre-employment actions, such as researching the backgrounds of key company executives, following the social media accounts and news about your new company and learning everything you can about the company's product or service. Use the product if you can. Every new hire is expected to hit the ground running, so anything you can do in advance of starting your new job will give you a head start.

Have a conversation with your boss. During the interview, you discussed many details about the job. Now that you have accepted the role, it is time to revisit your manager's expectations of you. Ask your manager to review the department's and the company's strategic priorities and discuss his or her biggest challenges. Revisit your short-term and long-term goals, and ask what metrics will be used to evaluate your performance. Also be sure to inquire how your manager would like you to communicate with him or her and how often.

Build a 30- 60- and 90-day plan. Almost every productivity guide will tell you to put your goals in writing. This is true when starting your new job as well. Identify the most important actions you want to accomplish and add a target date.

The plan's first 30 days usually spells out how you will learn the company's systems, procedures, people, customers/clients and overall culture. The 60-day section of your plan can outline how you plan to continue to assess the company and begin to use your strengths.

The 90-day section shows how you will take what you've learned and begin to put it into action; in other words, how will you meet some of the goals you and your manager agreed upon?

If you choose to, you can share your plan with your manager to gain agreement.

Listen and ask questions. Every company has its own culture. To understand how you can best position yourself for success, it's smart to listen and ask questions. "Listen to everyone you meet" is the advice from Richard Branson, the founder of Virgin Group, in his "My First 90 Days" post. Branson cautions not to try and meet everyone during the first week, but for those you do meet, be sure to learn about their personal interests as well as the practicalities of the workplace. As a new player on the team, you have to learn the rules, both written and unwritten. This requires you ask questions before you start implementing changes, criticizing or critiquing. Jumping in too early with solutions without understanding the "whys" may make you come across as a know-it-all. Remember, perception is reality, and your success is determined by how effective and likable you are.

Build alliances. You should never discount the importance of knowing the right people. If you take time to develop mutually beneficial relationships with managers, peers and your support team, the easier your job can be. When people respect and like you, they are much more likely to lend a hand, support your ideas and advocate for you. It sounds political and maybe even a bit phony, but think about the people you know who were let go and are no longer with the company. Why did that happen?

The facts are the facts. Studies show that almost half of new hires fail within the first 18 months. Very few fail because they are unable to perform the job, however. Most fail due to a lack of personal chemistry and cultural mismatch -- things such as the ability to accept and implement feedback, manage and understand the emotions of yourself and others, and motivational issues. It is always better to leave on your own terms, so do what it takes to fit in. If it doesn't work out, plan your exit. And by all means, don't overlook the importance of the human connection.