Ask the expert: Working with new colleagues

Q. Our team's workload is expanding to the extent that it looks like we'll get a consultant in to do a few things. I've never worked with one before and wondered if there is a protocol I need to be aware of so the whole relationship works well for both parties.

A. The key thing is to realise that consultants work to produce an outcome, so you and the contract need to specify exactly what is required and by when. If you have a sample of another project or report (or whatever) that you can show them to convey more precisely what you expect, so much the better.

Remember that they are not an employee, and won't understand the peculiarities of your company unless you explain them. You can expect them to report back to you on progress at specified times, and you should be on tap to answer questions and assure them that they are able to access the information and resources required to complete the work.

Generally, consultants are brought on for specific expertise, so make sure that they are well-deployed and supported to use that expertise for your company's benefit.

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Q. I'm about to move into a role where I'll have my own personal assistant. I'm used to managing staff but I know that my relationship with her will have to be more personal - she has to be an extension of me. Advice on how to get off on the right foot appreciated.

A. At a minimum, your PA can organise the details of your office, and act on your behalf in many matters including scheduling and communications. You are correct, however, that effective working relationships can be much more than this.

Try to discuss in advance what things you expect her (or him) to take on, but you should both be aware that this is a role that develops over time, as you both gain trust and confidence.

You may also want to think through, and discuss, your own strengths and weaknesses and how your PA can be not just an extension of you but help complement your skills and abilities.

Note that these are both discussions - your PA will have expectations and can offer suggestions on ways of working together as well.

At least initially, you might try meeting briefly at the beginning and end of each working day. At the start of the day you can review your schedule and see what things need to be set up or prepared for the day, and for the next few days as well.

At the end of the day, review the work that you both have done, and see what needs to be followed up. Also review what did and did not go well for the day.

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Q. I have a new colleague with whom I am supposed to work quite closely. On paper we should be a good team - we have complementary skills - but I'm finding that he keeps himself very much to himself with the result that right and left hands don't know what's going on and we have had some things go awry or not get done.

I don't want to nag him to keep me informed and when I approached my boss for some help he told me to sort it out. So I'm bit stuck to know what to do now.

A. Start by talking to your colleague just the way you have to your boss. Use specific examples, with a description of the situation, his actions and the results made clear for him.

Ask him for his opinion or responses to the matter, and listen to his concerns. You may have to change your behaviour to get the most of your team mate.

Try to suggest some ways of opening up communication: agree a time that you will meet for coffee every day for a ten-minute update; agree to copy one another on e-mails or other mail of mutual interest; or at least have frequent planning and review meetings. If it seems to be working, say thanks ... and enjoy.

* Email us a question for Dr Marie Wilson to answer

* Dr Marie Wilson is associate professor of management at the University of Auckland Business School, research director of the ICEHOUSE business accelerator and a veteran of 20 years in corporate management and small business.