Whether it is for people joining my own team or those joining our company, I have spent quite a bit of time contemplating senior hire onboarding. I’ve noted one trend over time, which seems to be more significant as of late. It is this: the more senior the hire, the more they seem to want to bring their “playbook” to the table. Here’s why that’s not such a great idea for either side....
Let’s start with why this pattern of behavior that, most likely, happens. We hire people with significant experience because they have proven themselves impactful in their former roles. We are excited by their great reputation, their years of experience, and the belief that they will be game changers at our companies. And yet, when they arrive and immediately try to hit the ground running with their former recipe for success, it doesn’t always meet our expectations.
Why? Because your company is different from every other company.
Let me offer this analogy. I am a mother. My daughters are now teenagers, and I have seventeen years of experience under my belt. While I am by no means a perfect mother, I seem to be doing it with some success. However, my girls are very different from one another. While there are some basic guidelines I can apply to both (moral code, boundary setting, etc.), my parenting style varies widely with each. In other words, there might be a basic blueprint to guide me along, but when it comes to my actual success building a strong relationship with each daughter, it’s vital that I adapt to meet their different needs. In short, just because they are both girls and they share a mother doesn’t mean my past success with one will work with the other.
Now, apply that same mentality to business. Not only is it arrogant to think that what has made you successful before can just be ‘plugged and played’ in a new role, one must consider the changing dynamics of business as well. In an age of rapidly changing technology transformation and disruption in just about every element of our world, nearly every business operates differently from even a few short years ago. With advancements in areas like big data, AI, and a highly networked world, we all likely feel the tension between endless possibilities and massive upheaval. So when we look at all those dynamics in the context of a new person joining the team, and they’re trying to make an impact quickly, how can both the company and new hire get off to a fantastic start with each other?
ACKNOWLEDGE A PERIOD OF TRANSITION
Company: You may have just hired a true superstar. Congrats! You are thrilled to have them hit the ground running and driving impact...and here’s where it’s critical to take a beat. Appreciate that it’s going to take a bit of time for them to adjust to your environment. Aid them in learning the basics before they try to add value. I don’t mean showing them where the supply closet and the snacks are kept; I’m referring to the important stuff.
Individual: Of course your inclination will be to make as much of an impact as quickly as possible. However, if you don’t set the expectation that it’s critical to learn how the company works, what it values, the stakeholders you’ll be engaging with, etc., before jumping in, you could really set yourself up to get off on the wrong foot.
INVEST IN GETTING TO KNOW PEOPLE
Company: Before your new hire starts, take the time to identify the best possible people for them to meet during their first week or two. That means going way beyond ensuring them having a lunch buddy the first day, or introducing new team members in a team meeting. Start with their immediate colleagues to build a sense of collaboration and understanding. Then introduce to cross-functional partners and leaders in other teams who they’ll be working with. Investing the time to set up these meetings before the individual starts both allows you to have a pre-populated calendar for them to navigate their first week or two, and bypasses the need for them to spend their first days tracking people down.
Individual: Your first few weeks are such a great opportunity to learn from as many people as possible. Don’t just check the box in terms of the “what do you do?” questions. Instead, ask deeper questions about how the teams partner together, or for a story about how they apply the company’s core values to enable their success. In essence, really work to get to know as many people as possible, and connect the dots about what approaches they share about what it means to add value and impact in the company. Super simple advice: be friendly to everyone, regardless of role. That receptionist or administrative assistant could seriously help you out at some point.
SHARE A MEAL
Company: Yes, welcome lunches are lovely, and a nice way to get your new hire to meet team members in a friendly atmosphere. Also realize it can be awkward for any new person to join a new team and break through with pre-existing friendships and relationships. Be the manager who actively invites this new person out to foster their inclusion whether it’s breaking bread over a meal, enjoying an after work drink, or doing the mid-morning coffee run together. It’s allowing these personal relationships to flourish that plays a big role in the team coming together and ensuring alignment.
Individual: Say yes when people ask you to join them. Perhaps you are a little shy or maybe you just feel like you need to buckle down and get to work, but push yourself. If you aren’t invited, take the initiative to invite people to connect for a meal, coffee, etc. Taking the time to build those relationships will go a long way in contributing to your ultimate success.
SET EXPECTATIONS
Company: It’s so important to set expectations about your new hires’ transition, goals, and priority areas. It’s one thing to discuss these things in an interview...it’s quite another when the person has actually started and is attempting to plot how to get off to a successful start. Take time not just to provide what needs to be achieved, but provide why and how aspects as well. Context setting and providing an overview of rules of successful engagement are vital.
Individual: Actively seek out and align with your manager and where you should initially be focused. In addition, this expectation setting becomes especially important if you are managing a team. For example, if you have sold yourself during the interview process that you believe in flexible working practices then don’t make people feel guilty about working that way. You will be setting the tone for your team from day one as to the vibe you want to create.
This also includes having meetings with your team to ensure everyone understands what success looks like to you, what you expect them to achieve. This will also give you an opportunity to find out and share what success looks like to your new manager -- this is especially important during your first weeks and quarter. You can’t deliver effectively if you have not set the expectations for the team to support the overall delivery.
There are so many ways for an incredible new hire to get off to a right start...and equally as many ways to get off to a poor one. It takes both the new manager and hire to partner together to create a great experience and results quickly. Setting up for success means taking the time to truly understand the company and the individual before attempting to drive change or apply a playbook. Do this from the start and just watch the magic happen!
Christina Luconi is Chief People Officer for Rapid7. Follow her on Twitter: @peopleinnovator.