First 14 days. Get to know new people.
'The combination of your performance and your personality determines how you're viewed,' says Seale. 'Probably 95 percent of firings are the result of failing to fit into a company's culture. If people don't know you, they can't trust you.'
To 'fit in,' you've got to get out. That means spending time with people who can tell you about the hidden rules of success in the new workplace. Seale suggests you come up with a strategy first. Seek out the regulars (your teammates, the guy in purchasing whom you'll be calling often), the dealmakers (project leaders, people-in-the-know) and the potential mentors.
Then start eating. Put aside two days each week to have lunch with those people. The point of the lunches is to find out how your new workplace really works: How do people interact with the boss? Who should you recruit for the projects that you'll be leading? What are the cultural no-no’s?

'Just establish an initial connection so that you can build a relationship,' says Seale. 'Trust and information will follow naturally.' Intercompany networking should continue beyond your first two weeks. The goal is to establish a routine and to never fall out of it.

First 30 days: Have a 'How am I doing?' meeting with your boss.
Don't assume that your boss knows what you're doing. Managers usually assume that you're doing what they expect -- even if they haven't defined what that is. Many new employees put off checking in with the boss because they're afraid they'll hear unpleasant news. That's about as smart as avoiding the doctor because you think your health is failing. Seale argues: 'Your boss wants you to succeed. Your success makes him look good. Even though the boss is judging your performance, he's not an adversary -- he's an ally.'

First 45 days: Write your job description.
Once you've spent about a month and a half on the job, you should have a solid sense of your responsibilities. How do they differ from what you were led to expect? Are there new opportunities that you might pursue? Get your questions down on paper, along with a list of your top projects and your most pressing deadlines. Then review them with your boss. The goal is to create a real-world job description that you both agree on.

'In the world of work, it's very foolish to guess,' Seale says. 'It's hard enough to do really good work and to manage relationships, even when you're on track. Why waste time being off track.'

First 60 days: Get something done.
Seale cautions against hastily assembling an agenda of easy-to-nail action items. To be sure, you must do enough to signal your potential. But be careful to pick projects that make sense. For instance, don't do something that will alienate your staff because of the overtime required or backfire because it has no support from the top. Take on a project that can allow you to work with people on a highly visible team.

Next 60 days: Reboot.
Almost everyone, it seems, falls into one. To climb out of your rut, treat your next 60 days as you would your first 60 days. The same principles that apply to new hires can help veterans to renew and reboot. Treat your first 60 days as a blueprint to help you focus on your immediate future. Draw up a plan that builds on the 60-day basics. Extend your networking and relationship goals beyond your company to your industry. Let writing your personal job description evolve into writing a plan for your department or team. Remember that giving feedback, getting feedback and figuring out your place in the office is a continuous process.