Absolutely agree. I will make the one addition that "6 months" as a time period for that "nascent" stage is actually a variable based on how quickly you can con

Absolutely agree. I will make the one addition that "6 months" as a time period for that "nascent" stage is actually a variable based on how quickly you can connect to the rest of the team. Size of the team is also a factor on this variable. For example, if you're on a team with 3 other people and you're a generally sociable, like-able, persuasive individual, that time period to ramp up and start affecting change on the team might only be a month. If you're a grouch, you might be looking at closer to 6 months for that same time because it's harder for you to win the team's trust. Nobody wants advice from a mean stranger but they will probably listen to their mean friend. Size of the team is important as well. The example I gave was 3 other people on the team. Building a relationship with 3 people doesn't take a huge amount of time. But how about an engineering organization of 4 teams and 20 people? Well, now that's going to take quite a bit longer. It's also going to be more difficult and complicated as navigating multiple teams, initiatives, interests is obviously an order of magnitude more complexity than one team and 3 people.