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From NetSpeed Leader Volume 15, February 2004
Let's say your exciting new goal is to complete a triathlon this year—swimming, cycling, and running. What are some steps you will take to be successful?
You might start by focusing on why this race is important to you—that is, why you are planning to do it, given all the other goals you could establish and activities you could engage in. Then you might prioritize. For example, if you'e already an accomplished cyclist and runner, you might decide that training as a swimmer is the top priority for you.
Priorities set, you would probably establish procedures for achieving your goal, maybe swimming five days a week, and running and cycling three times. You might set this schedule with the help of a personal trainer. You'd set measurable milestones, and then you'd visualize with excitement that dive into the water, that leap onto the seat of the bicycle.
The steps for getting the right start with new employees, described below, are identical to your triathlon training. Compare these with the ways in which new employees are being oriented and coached at your company. For each step, note also the speed bump, that is, the thing that can slow down employees as they try to move forward.
1. Describe the importance of the job.
Give the big picture, explaining to employees how their job or assignment fits in the department and the organization. Employees, especially new employees, need to understand why their results matter.
Speed bump: Skipping straight to the task rather than giving the framework of why the job is important. Although we want new employees to be productive immediately, to "hit the ground running," they can do that and stay the course if supervisors give them an understanding of the job and its significance.
2. Prioritize.
Just as you would set priorities for triathlon training, prioritize activities with new employees. They need help to understand their major tasks, know what takes precedence, and sort out conflicting demands.
Speed bump: Focusing energy on urgent tasks rather than important ones. Sometimes jobs pile up before new employees are hired. But having new employees dive into that pile of urgent tasks gives them the wrong impression of where their focus should be. If the most important responsibility of the new employee is to develop customer relationships, let's say, then be sure the employee is meeting with customers—not updating a long-neglected web page.
3. Establish procedures.
In your triathlon training, you might use a personal trainer to help you get your best effort. In the same way, new employees need coaching and support to help them establish procedures. Even if they have changed positions within the company or are doing a job that's identical to their job at another firm, they still need advice about steps to take, available resources, processes, and timeframes.
Speed bump: Neglecting to give new employees the authority and information necessary to carry out the job. If the job is order fulfillment, for example, let new employees know how much creativity they can use to fill customer requests and how much of the process is compulsory. This approach is much better than blocking their initiative once they have tried something new.
4. Set measurable criteria.
You can measure your progress in preparing for the triathlon, and you can easily tell how well you have done on the day of the event. New employees need the same clear markers. Be sure to communicate the finish line. Be specific about what, how much, by when, with which resources.
Speed bump: Holding people accountable for results they can't control or you can't measure. In the triathlon, you can't control the strength and endurance of the other athletes, but you can control and measure your own performance. Likewise, the new customer care employee can't reduce customer complaints caused by equipment failure but can increase customer satisfaction with how the complaint was handled.
5. Plan for success.
Do the right things in communication, training, and follow-up. Check for understanding, ask for and give a commitment, and establish check-in times. New employees need support the first day, the first week, the first month, and beyond.
Speed bump: Risking failure rather than checking assumptions. Your personal trainer for the triathlon won't assume that you know how to exercise well. He or she will be sure that you warm up, cool down, drink sufficient liquids, and follow other guidelines. New employees need the same attention, not assumptions.
Are you feeling inspired? The next step is to inspire those new employees. Give them the right support at the start, and you will get a stronger performance in all the challenging events ahead.
Note: Much of this content is based on the NetSpeed Leadership module Getting the Right Start.
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