FORMAL ORIENTATION
To properly inculcate a new employee ( i . e ., bring them into the culture ), structure a formal orientation process . It ’ s most effective when organized around doing real work while emphasizing the company ’ s values and purpose .
Boston-based global services company Sapient had one of our favorite orientation processes : it was a five-day “ boot camp .” All new recruits would spend a week working on internal projects , and as they worked on these projects , one core value was reinforced each day . By the end of the week , everyone understood in a real way the cultural and strategic approach Sapient preferred for projects .
Sapient ’ s recruitment team found that new recruits who went through the boot camp could hit the ground running at near 100 % field-ready alignment , whereas before the orientation process was introduced , they had normally needed a frustrating six-month ramp-up period .
People are exceptionally positive , receptive , and willing to learn in this phase . So be careful about the kind of induction program you put in front of your “ hatchlings .” Dumping a 200-page binder of company policies on their desks is probably not sending the right message .
GROWING PEOPLE THROUGH COACHING
As Google ’ s people analytics team discovered , oneon-one coaching is the No . 1 factor linked to great management . The best framework for coaching is Ken Blanchard and Paul Hersey ’ s concept of situational leadership . It guides leaders on how to mix the right amount of direction and support , depending on the competency and confidence of the person being coached .
Based on this model , managers can move employees through a development cycle that reduces the step-by-step need for direction and support until a task can be fully delegated .
As with any tool , this model requires a rhythm of use to make it effective . This is where regularly scheduled one-on-one coaching conversations are helpful and can replace the dreaded quarterly or annual performance reviews . Set a specific day each week or month to touch base — and stick to it . Frequent canceling sends a message that it ’ s not important . If it is monthly , an hour is appropriate ; if it ’ s weekly , then budget 20 – 30 minutes .
Use these conversations to review individual key performance indicators and priorities . Recognize good performance , analyze underperformance , and discuss activities needed to get back on track . Ask questions to put the focus on the process rather than lamenting results . Also give feedback on adherence to core values and , if necessary , develop strategies to correct behavior . Don ’ t hold back ; timely feedback is the most effective . It is easier to digest and prevents the formation of bad habits .
In order to grow people , you must expose them to different experiences .
Regularly modify an employee ’ s tasks and responsibilities to present new challenges . This is how experience learning happens , especially when these challenges allow people to play to their strengths . Regularly question each employee ’ s task list in your coaching conversations and search for opportunities to refocus activities on areas that the person is naturally drawn to but that , at the same time , represent a challenge .
Frame these development conversations by sharing your view about where the markets , industry , and company are heading and how your employee ’ s plans , aspirations , and dreams fit into this bigger picture .
In his book , The Weekly Coaching Conversation , Brian Souza notes , “ Great coaches consistently get the most out of their people because they consistently put the most into their people .” Managing people is difficult because people are complex . In today ’ s high-pressure environments , it is very easy to get caught up in the fight for results and to forget about the complex human beings who are needed to produce them . That ’ s why it is good to remind ourselves that in business and in life , the journey , not the destination , is the reward . To quote Souza , as he beautifully describes the deeper purpose of coaching : “ When all is said and done and we ’ ve completed this journey we call life , what will matter most is not what we have achieved — but rather , who we have become .”
Verne Harnish is founder of the world-renowned Entrepreneurs ’ Organization ( EO ), with over 13,000 members worldwide , and chaired for 15 years EO ’ s premiere CEO program , the “ Birthing of Giants ” held at MIT , a program in which he still teaches today .
Founder and CEO of Scaling Up , a global executive education and coaching company with over 200 partners on six continents , Verne has spent the past three decades helping companies scaleup .
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