Develop an elevator speech on why you’ve joined Eaton, and what you hope to accomplish, and use in your initial meetings with your team and stakeholders.

Learn from your manager or your HR partner about circumstances around your role, as they pertain to your team. It’s hard to know what went on in an organization before you came in. For example, if you are an external hire, it helps to know if there are peers, stakeholders or members of your new organization who expected or wanted your role. This is an important context to understand as you work with them.

Ask to see what, if any, communications are sent out about your arrival. If possible, ask to see them before they get released. This way you’ll get a chance to provide input on your announcement communications.

Reflect on what impact you hope to make, and what legacy you hope to leave from your time in this role.

Have a “learner’s mindset” for the first few weeks, instead of feeling compelled to “do” right away – this time spent on learning will help you make an accurate assessment of what is most critical to do, how to best do things here, and who is critical to build relationships and alliances with.

There will be a lot of curiosity about your arrival. The longer you wait to meet everyone, the more the speculation will grow. Hold a meeting with your entire team if possible, or at the very least, all of your direct reports. At the meeting, your focus should be “we,” not “I.” Encourage an open dialogue during the meeting and share some upcoming onboarding plans.

The torrent of information coming your way during a transition is huge and it can be difficult to know where to focus. The ability to prioritize what to learn is key to being able to turn the information into actionable insights. It is important to maintain the "learner mindset" and avoid the common trap of being too busy to learn.

The entire organization is looking forward to your arrival!