Own Your Onboarding: It’s Not Just Syllabus Week
My first job right out of college was a three-year rotational program at a Fortune 100 company. By my final year in the program, I considered myself an expert at onboarding to a new team, and took too much inspiration from Jack Donaghy in NBC’s show 30 Rock:
“Sometimes you have to change things that are perfectly good just to make them your own” – Jack Donaghy S1,E1
Made sense to me at the time. I was a twenty-something at a 70+ year old company. I could add value and make changes instantly without knowing all the facts. That’s how you move quickly, right?
When I joined my first start-up, I was quickly humbled. Transitioning from Corporate America ™ to start-up world taught me how to make effective decisions quickly—but only after setting the right foundation during onboarding.
Here are the top 3 philosophies I recommend to maximize your onboarding and position yourself to move quickly with purpose after the first 30 days:
1. The Power of Why and How
Your first 30 days of onboarding shouldn’t spent be trying to make a name for yourself by enacting changes. Instead, it’s about intentionally learning as much as you can; observe, ask questions, and be relentlessly curious.
You’re the captain of your onboarding journey. Approach your initial 1:1s with coworkers and stakeholders strategically. It’s fine to ask, “What are your KPIs for the year?” but understanding why those are the goals and how the team arrived at them will help you uncover:
• Decision-making processes: Does the team use a framework? Who has the final say?
• Context around data: Is it noisy? Are there caveats? How do they define their metrics? Are these definitions aligned with industry norms?
• Priorities: Why are they measuring certain metrics? Why not something else?
• Variations across teams: Are processes consistent or team-specific?
This exploration helps you understand how the company operates, how decisions are made, and where opportunities for improvement lie. With this foundation, you’ll be ready to move quickly and purposefully.
2. Open the door to feedback
Let’s be honest: everyone says they want feedback early and often. But statements like, “I’m open to feedback” don’t set the stage for meaningful conversations. Think of this as the equivalent to the “tell me about the culture” question in an interview: vague and only accomplishes checking-the-box.
During onboarding, focus on making feedback discussions more effective. I’m a fan of Sheri Harley’s book How to Say Anything to Anyone, where she advocates for proactively inviting feedback:
“Agreeing to talk about difficult situations before they happen makes it more likely that when breakdowns occur, you’ll be able to speak up with less anxiety.”
Set expectations with coworkers by saying something like, “I’m big on feedback and want to ensure I’m improving. If you see me do something misaligned or have suggestions, please let me know. Can I do the same for you?” While simple, it sets up the foundation and “open the door” for you to have those critical conversations later in your working relationship.
3. Build your user manual
A User Manual is a document that outlines how you work best and how others can work with you. Below are examples of what you can include:
Typical working hours and expectations
EX: I work 8 am-5 pm, and occasionally from 9-10 pm after kids are in bed. I do not expect others to respond to my messages during that time, as it works best for me and may not work best for you. I prefer Slack for quick questions and formal requests through email.
How I optimize my day
EX: I block my calendar from 10-11 am as much as possible, as my creativity is at its peak. You’ll find me brainstorming or writing memos during that time.
My values
EX: Data and knowledge. Bring facts, trends, and as much context as possible.
My working pet peeves
EX: If you message me just “Hi!” on Slack, I’m probably not going to respond. I’d love to help, but the “Hi” and subsequent back and forth takes me out of my current flow. Include the entirety of your ask in one message.
My role + responsibilities and how my values play into it
EX: My role is to oversee key initiatives and ensure alignment across teams. If I ask lots of questions, it’s to gather information and make informed decisions—not to push back.
Feedback
EX: I prefer to have feedback conversations in a 1:1 setting. Please let me know if you see me doing anything that’s hindering progress.
User Manual Tools:
Atlassian has a great confluence template that I’ve used and can help walk you through the process.
Another option is to have a “walking deck” that you can go through on your initial 1:1’s. This PowerPoint should outline key points of your user manual, while also providing background on your role. This is helpful if your role is new, and other leaders may not fully grasp what your responsibilities are and how that impacts them.
The three philosophies above are just the start. Effective onboarding is about asking the right questions, building relationships, and setting a foundation for success. Treat it as more than just “syllabus week”—and avoid making changes prematurely.
Remember, onboarding is a form of change management. Approach it with a strategy, and you’ll be well-prepared to win both hearts and minds.
Congrats on the new role, and best of luck!
Sarah Buford, MBA, is a seasoned strategy and project management leader with 10+ years of experience driving growth and operational excellence in startups and Fortune 100 companies. As the founder of Hammerford, LLC, she specializes in helping organizations execute complex initiatives and scale effectively. Connect with Sarah on LinkedIn.
