People growth – Old blood vs New blood
I wrote my first post here on Jan 23 2011 and that post was titled “Startups – importance of your team“; Its been a little over 2 years since I wrote that post.
Most of us work 5 days a week, putting in about 8 or so hours a day (we will stick to the average/norm here). We come back home in the evening to spend anywhere from 1 to 4 hours with our family/friends.
When friends and/or acquaintances form a startup, the long hours and the close working relationship build on existing relationships and everyone at the startup works as a “family”; but what happens when there are no existing relationships? or what happens when you already have a family and someone new tries to come in? Wouldn’t it be awkward if you were out with your family/friends and a stranger joined your group and just hung out? would you be your self? most wouldn’t.
So how do you take an existing family (a started up culture) and add newer members to it? How do you mix the two so that you do not end up with friend circles?
I have 4 simple attitudes/behaviors that I build my base on:
“We are not that different”.
The new member see’s a whole new planet, different people, cultures, processes, jargon, etc. The first step should be to look for similarities between what they know and what they should know. For my teams I use a buddy system and its usually the previous newest member who buddies up with the new member. They go over materials, documenting anything new that might come up, go for lunch, talk about process, go through the who’s-who, engage the new person in conversations with the other team(s); they try to get to know this person as if they were dating each other.
“We got this, lets work on it together”.
How do you start work? where do you start? who do you ask? Scary questions for someone looking under the hood of something they do not understand. Here is where the buddy comes in again; during stand ups and sprint planning the buddy might offer “we can work on this together”, or someone else on the team might say “hey this is a good problem for me to show you how xyz works, and we can solve it”… they get the knowledge, they figure out how to start, they experience the process and they know how to close it. Build trust and accountability.
“Your team mentioned that you are catching on so quick, what can we improve?”
Over communicate reinforcement of team acceptance, ask for ideas on what can be improved, engage the new member; engaged employees have ideas and feedback that they want to share, things they have questions about.
“You are doing great, let me share my vision on how you play an important role to the team”
Setup a growth plan that’s challenging and communicate that it may be challenging and track to it. I like to plan for the 1, 3, 9, 12 and beyond and use data obtained directly or through peer feedback to gauge fit; if there is going to be tissue rejection, you need to act fast and figure out what you need to do to make it work successfully.
These 4 steps get you on track but you will still need to build additional on-boarding processes (around material and core knowledge ) that will grow the employees product knowledge. Its also important to keep your existing members in mind when you optimize culture as you want to grow the existing employees as well and not just the new ones.
At the end of the day it helps if we recognize that the teams we work with are more than just “Random people”; they are people we spend several hours with, they are friends, people we trust, can openly collaborate with and people we want to continue to work with.
When one finds a team they can work with for the rest of their life and can call family, its no longer “work”…it’s just a large friends & family gathering where they just happen to be working on something together and having fun.
We should all build and be part of such teams.
Chances are that you have been through some form of schooling (high school, college, maybe some random instructional education) and have hopefully figured out that everyone learns differently.
For me, learning and passing my classes meant that I showed up to all classes, took no notes – just listened and the day or so before a test or final, skim through the text books (if i had purchased them) and then just showing up for the tests. Once I figured out how to do that very well, my last 3-4 semesters for my Bachelors, Comp Sc were filled with A’s and my Masters, Software Eng was a solid 4.0.
Was it a piece of cake? Nope, but I surely made it seem like it was.
So whats the secret? or whats the relationship to that with onboarding? or well what is onboarding?
Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Tactics used in this process include formal meetings, lectures, videos, printed materials, or computer-based orientations to introduce newcomers to their new jobs and organizations. Research has demonstrated that these socialization techniques lead to positive outcomes for new employees such as higher job satisfaction, better job performance, greater organizational commitment, and reduction in stress and intent to quit. These outcomes are particularly important to an organization looking to retain a competitive advantage in an increasingly mobile and globalized workforce. In the United States, for example, up to 25% of workers are organizational newcomers engaged in an onboarding process
Some organizations have great onboarding programs; some don’t. There are going to be cases where you inherit a team that has single-threaded subject matter experts and as a manager you may be expected to distribute that knowledge and grow the team – with no process or onboarding program in place. Yes, you have to create it, so where do you start?
Do you invest time in meetings? create videos? printed materials? who will read all that? who will do the work if your team is off training new hires? is that really a good use of their time? or a real-world question “Do you have bandwidth?”. The answer is No.
So, why not use what you, or I learnt during schooling? when we ourselves were learning? how did you learn? How could you create an onboarding program from nothing? and how could you be sure it would work? You really do not want to invest time in something that is not going to work so it needs to be agile enough to change on a whim.
Okay – enough of the red flags, here is what I did. Ill try to make this as generic as possible.
I inherited a team of martians, and the problem is that they only speak a special language, called martia. Turns out that its a very ancient language and that no one really speaks martia nor is it taught in college. The small group of martians have been speaking it for 15 years and they as a team are great at it, theres just a few of them. It also turns out that there are all these documents that come in that need to be checked for grammar and spelling, and corrections – in many cases the martians really have to research and see what the intent of the document was because in some cases they have to re-write the document correctly – it can definitely be time consuming and this is the only team that can do this.
This team of martians is also aging, some have retired, others were move to other planets so I have to hire more martians – but, there are none around. So I hire a martian from a different universe and tell it that it needs to learn martia and I will help it learn this language; the language it speaks, we dont care for it. Here is the process that gets put in place
1. Every day the new hire will sit with a senior martian for 2-3 sessions and learn stuff
2. The sessions will be 30 minutes long and after every session there will be a break, during which the new hire will document all that was covered
3. During the next session, the senior martial will review notes, as a refresh to where they left off, and continue the information offload
4. Steps 2 and 3, repeat for a week or so; after which the new hire will then attempt to work the documents
5. as the new hire works the documents, it will have questions, it will document them
6. the new hire will setup additional sessions with the sr martian to get clarification and answers
So – you say this is just common sense and normal stuff.. how are we reducing the dependency on the sr martian who is already busy? here is the answer:
A couple of months go by and another new hire is brought on
1. The new hire sets up sessions with the x-new hire, i.e. the junior martian.
2. the new hire reads all the documentation created by the junior martian
3. several sessions take place where the junior martian and new hire go over content
4. a session every now and then takes place where the sr martian comes in to listen in, and see how the training is going
5. if the sr martian adds anything, its documented in the growing on-boarding document
6. the new hire then also attempts to work documents and goes to the junior martian for assistance – and if needed, they both go to the Sr. martian.
So, its somewhat like train-the-trainer you say…. yes, it is., except, the trainer role gets passed down to the newest hire. if you keep hiring, you start building a 2-tier training team, where the junior martians, through teamwork, will try to come to a conclusion, and then will be empowered to go to the senior martians for confirmation. This helps build teamwork, confidence and helps them acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders.
Sooner or later, your team of martians will grow and the martia language, once so uncommon, will become common and the perception that its the monster in the closet that only the select few can understand, soon goes away.