Page 21 - Build a Culture of Employee Engagement with the Principles

xx Introduction

impression when introduced as the new director of research
two weeks earlier by Mary and John, the owners of the firm. I
proudly announced “I work here!” and reintroduced myself. She
replied, “Oh yeah, you’re the new guy” and proceeded to hang
up her coat, get coffee, and begin the day’s crossword puzzle at
her desk.
I assumed that Mary or John would be in shortly to show me
around, introduce me to the staff, and discuss more fully their
specific goals and expectations. Not knowing quite what to do,
and receiving no direction or assistance from Sherry, I simply
waited in a chair across from her desk, which served as the
reception area. After thirty minutes, I finally asked if she knew
when Mary or John would be arriving. “Oh, they’re not coming in
today,” she replied. What? Could I somehow have screwed up my
starting date? Confused and embarrassed, I began to put on my
jacket and leave when the office phone rang. Sherry handed it to
me—it was John. He apologized for having been called away for
a last-minute meeting and assured me that Sherry would take
good care of me. I put Sherry back on the phone and she nod-
ded a few times and hung up. She picked up a manila envelope
that had been sitting on her desk and said, “Here are the new
employee forms for you to fill out.”
Recognizing that a hard surface would be useful, I asked
where I might find an available desk. She walked me around the
corner and said, “The last guy sat there.” To the left of the desk
were a few dying plants and my new officemate, TJ, who warmly
introduced himself and welcomed me to the company. He then
offered to take me around and introduce me to the rest of the
staff. Now we were getting somewhere! As we went around the
office my new team members appeared engaged in a number
of different activities, including conversations on sports and
stocks, surfing the Web, and playing online solitaire. There was
a college intern, Elaine, who did appear to be working.