Steamer Trunk, Murse or Coin Purse?

How many assumptions are we carrying with us each day - would they fit into a steamer trunk, a murse or a coin purse?

Keb' 'Mo is a great storyteller. His song, Suitcase, is playing in the background as I write - it fits. "I got a suitcase I take it everywhere I go"...

What size suitcase does it take to carry the ideas, habits, patterns, assumptions, beliefs that keep us from experiencing life with an open mind?

What would happen if we checked our bag(s) for an hour, for a conversation, for a meeting, for a discussion or in the midst of a disagreement?

Are we schlepping more than one bag? Do we need a luggage cart?

Approaching new (or repetitive) situations with an open mind is a frequent challenge personally and professionally.  Would it help leaders to be present, to actively listen if the bag(s) of preconceived ideas didn't go into the room with them? 

Back to Keb' for a moment:

"Well the house got too small

And the bags got too big

We were holding on to everything

We ever said or did..."

Perhaps we can use this image this week.  First, we can literally assess the heft we are carrying.  Then, we can opt to put the bags (or a bag) on the floor outside the door and experience a meeting or discussion with wonder and learning.  It could free up our thinking.

At least there would be a little more leg room... 

See Yourself Working Here

Putting you in the picture with such sharp focus that the fit is obvious to everyone, especially to the new hire.

No Buyer's Remorse!

Onboarding is a popular topic. After all of the diligent work to find the right candidate, how can hiring managers get the person ensconced in the organization, on the team, into the work as quickly as possible?

There are managers who do this very well and I recently talked with one. Let’s call her Judy. I wanted to find out her tips, tricks and techniques.

Before we look at her thoughts, how did I know she exemplifies a great job of onboarding new hires? Well, she has a track record of hiring folks who excel at their work, who often move into positions of broader authority, and who give her top scores on satisfaction surveys. Current and former employees often say she is one of the best managers they have ever had: she held them accountable, gave solid feedback, encouraged them to take on stretch assignments, was demanding, supportive and accessible.

How did Judy learn this? As you might expect, she attributed much of her approach to what she had learned from others. She said that when she was starting out in business, her supervisors spent time making sure she knew what her job was, what was expected of her and how her work aligned with the team, department and company.

From day one, Judy personalized the arrival to the office area:

• a welcome note or poster signed by the team with a theme or message that she learned in the interview (interest, hobby)


• a group lunch on the first day with team members


• a schedule to meet with others over the first few weeks. The people were selected to set the context of the new hire's job (colleagues, partners, other departments, end users, leaders).


• a schedule of training or resources to learn


• an assigned buddy who could help with the details, the questions. This carefully selected peer was a role model and integral to keeping feedback flowing to the new hire and to Judy.


• a set meeting schedule with Judy for check-in discussions, questions from the interviews with others, etc. This routine set the ground work for working together.


• and, a list of projects - specifically what the new hire would be working on - with milestones, timelines and end results.

It sounds simple; it isn't. It sounds important; it is.

What would you add? What tips, tricks and techniques do you use to onboard effectively?