Not long after joining the company, I took advantage of the resources available that focused on mastering a new start in a job, most notably this article, which provides several strategies. Tips include achieving early wins, navigating the cultural landscape, and engaging with colleagues to build professional relationships.

I found these ideas useful for when I started my role within the Content Team. For example, providing a list of contacts from previous roles secured a small and quick win on one project. But these were concepts that also stuck with me after the work on MSB began.

Embracing the Transition

One idea that stood out was that of “embracing the transition.” For this, the article recommends conducting research into the culture and structure of the company to prevent any feelings of anxiety and build confidence.

However, my interpretation of this was slightly different. For me, embracing the transition meant immersing myself into the project by ensuring I confidently knew its desired outcomes, familiarizing myself with the team, and engaging with the materials we would use as much as possible.

One other piece of advice noted in the article is to continuously seek feedback and engage in learning, both of which I carried through into the MSB project. For the first month or so, the Area9 team provided us with a set of learning tasks to complete before we started creating our own learning resources.

Following the successful completion of the learning tasks, we were asked to produce our own interactive module using the knowledge and skills we had just accumulated during the learning process. This also required working with the Area9 team for feedback and general advice.

Becoming a Learning Engineer

After creating our own modules and successfully completing the learning tasks Area9 had set us, we became fully accredited Learning Engineers. As the feedback and questions progressed between us and the Area9 team, we started to form a professional partnership where we had light conversations amidst the work.

Further, embracing the new role as Learning Engineer for me meant having a willingness to utilize my skills and experience as a Content Editor where applicable. For example, ensuring that wording and general text adhered to the Mindtools style guide, as well as spotting grammatical errors.

However, I also found it useful to see this role as going beyond my usual responsibilities as a Content Editor, which, of course, it was!

Although the later stages of the project involved a much greater amount of writing and editing, particularly for the materials we were producing, by and large the project required new skills and ways of thinking about the materials we were working with.

This was particularly true when it came to producing the questions put to learners. These required us to develop a level of knowledge in creating realistic and plausible distractors – incorrect answers to questions, like you might get in a multiple-choice quiz. After several years in roles that focused on editing and writing, it was the first time I had experienced a break from these being my day-to-day responsibilities.

Learning by Doing

While the learning process provided a good introduction to what the AI model would produce and how we would work with it, there’s nothing like actually doing the task at hand. And there’s nothing like learning by doing.

Through trial and improvement, continuous revisions and productive feedback, we continued to collectively master the process of creating the interactive modules. Six months on and the project truly flew by.

But despite being part of a project away from the Content Team, we were still part of the regular catchups and weekly updates. This prevented any potential siloing, or any sense of isolation.

Instead, it created a sense of excitement. We knew that we were part of something really new and in line with the latest technological developments – using AI in the workplace.

What’s Next

When doing something new, whether it’s a new project or a new role, consider whether you have previous experience you can apply to what you do. What did you learn then that you could use now? Was there anything you didn’t enjoy at the time that you would rather not go through again? Lastly, think about how your current abilities can come in useful. It may surprise you how transferable your skills are.

If you’re in a team, embrace the collaborative element. You’re often stronger together than you are alone, and you can accomplish more while also preventing any feelings of isolation.

Lastly, if you are part of a team but your new project will see you working away from them for some time, be sure to still engage with them on a regular basis if you can.

Tip of the Week

Make Mentoring a Two-Way Partnership

By Simon Bell, Mindtools Content Writer and Editor

Being a mentor involves helping individuals to develop their career, skills and expertise, often drawing upon your own experiences in the process.

Great mentoring isn’t just about guiding your mentee – it should challenge both of you. Thoughtful, open-ended questions encourage your mentee to engage in deep self-reflection, while constructive feedback helps them to refine their approach. Resist the urge to fill silences; allowing time for reflection leads to more meaningful insights.

At the same time, be prepared for your mentee to challenge you. They may ask why you made certain decisions or how you handled past situations. Answering honestly – while guiding them toward their own solutions – strengthens the relationship and makes the experience more rewarding for both of you. True mentoring is a partnership of growth, for both participants.

Pain Points Podcast

Technology is changing the way we work. From AI to Web3 to blockchain – work as we know it is over.

Join us as we talk to Deborah Perry Piscione about the workplace of the future in this week’s episode of Pain Points – your exclusive, member only podcast from Mindtools.

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Video of the Week

Emmanuel Gobillot, Creating and Communicating a Compelling Vision

Leaders need to create a vision their people can get behind.

In this video, author, speaker, and leadership expert, Emmanuel Gobillot, teaches us how to sell a vision.

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News Roundup

This Week's Global Workplace Insights

The Shadow Rises: Unseen AI Use in the Workplace

Employees are increasingly using generative AI for both personal and professional communication – often without their employers' knowledge. A Deloitte survey from October, reported on by the Financial Times, found that nearly a quarter (23 percent) of employees use AI tools at work, sometimes via paid subscriptions, while many companies lack clear policies on AI usage.

While AI can enhance productivity, its unchecked use raises concerns. Workers may over-rely on AI-generated content, leading to misinformation, security risks and the erosion of personal voice in workplace interactions. Research shows that 36 percent of users mistakenly believe AI is always factually accurate, heightening the risk of errors in critical communications.

Despite AI’s growing presence, many organizations underestimate its widespread use among staff. To harness its benefits while mitigating risks, companies must establish clear guidelines on AI-driven communication. Without oversight, they risk losing control over how employees interact with colleagues, clients and even sensitive business information.

Guided Collaboration: Show Us the Way

Despite the push for in-person work to enhance collaboration, new data suggests it’s having the opposite effect. A Gartner survey of 18,000 employees found that satisfaction with workplace collaboration has dropped from 36 percent in 2021 to 29 percent this year – coinciding with the return to office mandates. Perhaps surprisingly, hybrid and remote employees report better collaboration than their fully on-site counterparts.

Experts say physical proximity alone isn’t enough – workplaces need structured collaboration norms. The pandemic made employees more self-sufficient, AI tools reduce reliance on colleagues, and political divisions strain workplace interactions. Gartner found that 30 percent of employees are avoiding more colleagues than before.

A key takeaway? Organizations must take an active role in defining what good collaboration looks like. Companies that implement “guided collaboration” – clear policies on how employees should work together – see better retention, profitability and innovation. Without this, simply bringing people back to the office won’t be enough.

For more on making the most of collaboration, check out our article on How to Collaborate Successfully.

See you next week for more member-exclusive content and insight from the Mindtools team!