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。

        在當今這個工作靈活多樣
、業績評估又十分苛刻的世界裏，職業生涯通常是以月份而不是以年為單位計算的。
　　
       “人才是關鍵，傻瓜！”這是倫敦商學院的組織行為學教授奈傑爾尼克爾森對職場新人提出的一條重要建議。“關鍵不在於工作
，而在於公司裏的人，”他解釋道，“去了解他們
，了解他們的看法
、動機
，找出有哪些心理問題，壓力又是什麼。你了解得越多越好。”

        尼克爾森有一個簡單的原則來概括人們應該為一家企業帶來什麼。“我把它稱作‘VIP’法則，即眼界、個性及熱情。如果所有這些東西在你身上都能找到一些
，你就會發現在日後的工作中溝通起來更為容易。”在他看來
，什麼才是職場頭一百天裏最應該銘記的頭等大事呢？“別去擔心你是否能夠勝任這份工作。這從來都不是問題。最關鍵的是人際關係。首要的一點就是考慮人際關係。”

        如ru果guo你ni正zheng在zai考kao慮lv換huan工gong作zuo或huo是shi開kai始shi新xin的de職zhi業ye生sheng涯ya，你ni需xu要yao了le解jie職zhi場chang轉zhuan變bian周zhou期qi，倫lun敦dun商shang學xue院yuan的de奈nai傑jie爾er尼ni克ke爾er森sen教jiao授shou說shuo。他ta提ti出chu
，在zai入ru職zhi頭tou一yi百bai天tian以yi及ji之zhi後hou的de時shi間jian裏li，有you四si個ge階jie段duan需xu要yao運yun用yong特te殊shu戰zhan略lve：

         1  準備

        了解你即將加入的公司及其企業文化，了解公司的產品/服務以及公司中的重要人物。

        2  體驗

        開(kai)始(shi)新(xin)的(de)工(gong)作(zuo)後(hou)要(yao)多(duo)傾(qing)聽(ting)，多(duo)學(xue)習(xi)。睜(zheng)大(da)雙(shuang)眼(yan)
，多(duo)問(wen)問(wen)題(ti)
，即(ji)時(shi)問(wen)題(ti)顯(xian)得(de)很(hen)蠢(chun)
，或(huo)是(shi)你(ni)早(zao)已(yi)知(zhi)道(dao)答(da)案(an)。因(yin)為(wei)你(ni)不(bu)會(hui)再(zai)有(you)可(ke)以(yi)這(zhe)樣(yang)坦(tan)誠(cheng)提(ti)問(wen)的(de)機(ji)會(hui)了(le)。

        3  調整
   
       在這個階段
，你的目標是通過改變環境或者自身行為來減少你和企業氛圍的差別。
　　
       4  穩定

       最後
，把那些構成你的新局麵、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備為止。