A few years ago, I started a new job, pumped to contribute. I got my slacks dry-cleaned, ironed my button-up and showed up right on time, only to find out that I didn't have a desk...or office...or really anything but a computer. No phone. No supplies. And my boss would be kind of busy for the next three days and unable to spend much time with me.
Rough start.
The thing that will make or break your new team member's experience isn't the first year or the first six months. It's not even the first 90 days. It's the first 72 hours.Here's how to crush it so that their engagement is through the roof and they're committed for the long-term:
Start with the Basics
Where's the bathroom? Where do I park? And where do I put my lunch?
Nothing is more important on day one than these basic needs (see: Maslow's hierarchy). Yet, as managers we tend to think "the only way to learn is to just dive in! There will be time for all the small stuff later." This couldn't be more backwards. Every person has a desire to have their basic needs met, and until that happens you won't get 100% focus from them.
ACTION: Start the day by spending a good chunk of time – 60-90 minutes – showing them the following:
The Four W's
Once the basics are out of the way, dive into the Four W’s: why, who, what, and…win.
1. Hit The “Why”
People want to be inspired. They want to feel like they're a part of something bigger than themselves. Thus, after basic needs are met, the next most important conversation is a super big picture overview of "The Why" -- why does the organization exist and why is their role integral to its success.
ACTION: Give history, tell stories, and raise the stakes. Regardless of their role, they should walk away feeling like their work is the most important work to make the organization run. Ask them about their "why" and connect it to your own and the organization's. This conversation should take a solid hour, and may even include some videos, people dropping in to tell their story, and/or other organizational artifacts.
Hungry Yet?
Quick sidebar: at this point you should be starving. Take your new employee to lunch and get to know them on a deeper level. At some point, share with them your User’s Guide to Self. What’s that? It’s simply a nifty document you’ll create that outlines everything they might be interested in knowing about you, your personality, and the way you work. It’s the Cliff Notes for working with you. Walk them through it, explaining your nuances, quirks, and expectations, then challenge them to come to your check-in in a week having done the same. This is an easy win for them and a great opportunity to reflect and get to know them better.
2. Now Hit the “Who”
Now that their basic needs are met and they see where they fit in the grand scheme, your new team member wants to feel connected to the people. They want to feel like they're a part of the team. The smartest managers will find ample ways to build connection in the first few days, because the more connected the new team member feels the more authentic they will be.
ACTION: Draw out on a whiteboard or other piece of paper their constellation of important contacts.
3. It’s Finally About the “What”
Too quickly we want to start here: “here’s what you do, now go and learn to do it.” Skipping the Basics, the Why, and the Who undermines the What. Only after you do those first things is it time to lay out the job. The key here is to identify the main buckets of the job and the most important priorities now.
ACTION: Visually depict the main buckets of the job. Then, identify the top three most urgent and important priorities today so the new team member knows where to focus their effort.
4. The Last W isn’t When, It’s “Win”
That’s right, WIN. You want the new team member to experience a win in their first week, and ideally in their first few days. They need to feel successful and like they are contributing. Otherwise, they may begin to feel unproductive and like they are receiving more than they are giving. Find something that they can accomplish in a short time frame and set them loose to do it. The win builds momentum and helps them feel centered and valuable.
ACTION: Identify a task within their current 3-5 priorities that needs to be accomplished now. It needs to be valuable and not busy work. Pay special attention to assigning a task that is already within their capacity to accomplish. For example, my former manager asked me to lead a teambuilder for a large event in the first three days. This was simple for me, energizing, and helped me show my value. Lastly, be directive, telling them exactly what you want them to do and what the outcome should look like. Let them determine the how and watch them “wow” you.
Follow-up Like a Boss
Congrats. You made it through the first three days and their engagement is high. Don’t let off the gas. Remember:
Need more help? Let's talk. I'm all about people starting off with a BANG!
Rough start.
The thing that will make or break your new team member's experience isn't the first year or the first six months. It's not even the first 90 days. It's the first 72 hours.Here's how to crush it so that their engagement is through the roof and they're committed for the long-term:
Start with the Basics
Where's the bathroom? Where do I park? And where do I put my lunch?
Nothing is more important on day one than these basic needs (see: Maslow's hierarchy). Yet, as managers we tend to think "the only way to learn is to just dive in! There will be time for all the small stuff later." This couldn't be more backwards. Every person has a desire to have their basic needs met, and until that happens you won't get 100% focus from them.
ACTION: Start the day by spending a good chunk of time – 60-90 minutes – showing them the following:
- Parking
- The kitchen
- Where the restroom is located
- Any door codes
- The typical work schedule
- The layout of the office
- Any other entrances
- Their office
- Their computer and how to log in
- Their phone and how to access/change voicemail
The Four W's
Once the basics are out of the way, dive into the Four W’s: why, who, what, and…win.
1. Hit The “Why”
People want to be inspired. They want to feel like they're a part of something bigger than themselves. Thus, after basic needs are met, the next most important conversation is a super big picture overview of "The Why" -- why does the organization exist and why is their role integral to its success.
ACTION: Give history, tell stories, and raise the stakes. Regardless of their role, they should walk away feeling like their work is the most important work to make the organization run. Ask them about their "why" and connect it to your own and the organization's. This conversation should take a solid hour, and may even include some videos, people dropping in to tell their story, and/or other organizational artifacts.
Hungry Yet?
Quick sidebar: at this point you should be starving. Take your new employee to lunch and get to know them on a deeper level. At some point, share with them your User’s Guide to Self. What’s that? It’s simply a nifty document you’ll create that outlines everything they might be interested in knowing about you, your personality, and the way you work. It’s the Cliff Notes for working with you. Walk them through it, explaining your nuances, quirks, and expectations, then challenge them to come to your check-in in a week having done the same. This is an easy win for them and a great opportunity to reflect and get to know them better.
2. Now Hit the “Who”
Now that their basic needs are met and they see where they fit in the grand scheme, your new team member wants to feel connected to the people. They want to feel like they're a part of the team. The smartest managers will find ample ways to build connection in the first few days, because the more connected the new team member feels the more authentic they will be.
ACTION: Draw out on a whiteboard or other piece of paper their constellation of important contacts.
- Putting them in a small circle in the center, draw short lines out from them representing their LEVEL ONE contacts -- those constituents and stakeholders that are directly tied to their day-to-day work. This should include you (the manager), their direct reports, and any other daily contacts.
- Now draw slightly longer lines representing their LEVEL TWO contacts. These include their teammates on their larger team and others they might have contact with on a weekly basis.
- Lastly, draw the longest lines for LEVEL THREE contacts. These individuals are nice-to-know but not urgent for the immediate work. These might be higher-level organizational contacts, vendors, or other constituents with whom they should have occasional, but important, contact.
- Now provide them with email addresses for all LEVEL ONE contacts and charge them with spending the afternoon emailing those folks to introduce themselves. They may cc: you on the email if you desire. The email should follow this flow:
- Hi _____, My name is _______ and I'm the new _______. {Insert background}. I look forward to meeting you! Sincerely, _______
- NOTE: You may also have them arrange meetings with these people for the end of the week or week two in order to begin to learn and build connection. This may sound like, “I’d love to set up a time to connect with you for 30 minutes to learn about what you do and where our work might overlap.”
- They could then follow the same routine for LEVEL TWO and THREE contacts later that week or the following week.
3. It’s Finally About the “What”
Too quickly we want to start here: “here’s what you do, now go and learn to do it.” Skipping the Basics, the Why, and the Who undermines the What. Only after you do those first things is it time to lay out the job. The key here is to identify the main buckets of the job and the most important priorities now.
ACTION: Visually depict the main buckets of the job. Then, identify the top three most urgent and important priorities today so the new team member knows where to focus their effort.
4. The Last W isn’t When, It’s “Win”
That’s right, WIN. You want the new team member to experience a win in their first week, and ideally in their first few days. They need to feel successful and like they are contributing. Otherwise, they may begin to feel unproductive and like they are receiving more than they are giving. Find something that they can accomplish in a short time frame and set them loose to do it. The win builds momentum and helps them feel centered and valuable.
ACTION: Identify a task within their current 3-5 priorities that needs to be accomplished now. It needs to be valuable and not busy work. Pay special attention to assigning a task that is already within their capacity to accomplish. For example, my former manager asked me to lead a teambuilder for a large event in the first three days. This was simple for me, energizing, and helped me show my value. Lastly, be directive, telling them exactly what you want them to do and what the outcome should look like. Let them determine the how and watch them “wow” you.
Follow-up Like a Boss
Congrats. You made it through the first three days and their engagement is high. Don’t let off the gas. Remember:
- Weeks 2 and 3 should be focused on them reaching out to their LEVEL TWO and THREE contacts
- Follow-up in your week 2 check-in to find out the following:
- What has been most energizing?
- What have they enjoyed the most?
- When have they come alive?
- What have they learned?
- What questions remain?
- Hold them accountable to creating their own “User’s Guide to Self”
Need more help? Let's talk. I'm all about people starting off with a BANG!
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