Thinking Wrong About Onboarding

Transcription

1 Thinking Wrong About Onboarding

2 Onboarding isn t easy. Many organizations don t manage it well. Too often it s neglected and dispersed. Or it s seen as a time for orientation and completing forms. It doesn t inspire or engage. And it misses out on making new hires feel welcome and valuable. 01

3 First impressions matter. First impressions set the trajectory for new hires. And they endure. Imagine delivering an incredible onboarding experience during those first critical weeks. One that engages your new people in your organization s mission, goals, and needs. One that helps them build valuable skills that they can put to use immediatelyand throughout their career. One that encourages them to imagine new possibilities for your organization. One that helps them connect with colleagues, build networks, and discover the many resources available to them. Imagine that. 03

4 Be great from the start. What if your onboarding experience was more like TED meets Outward Bound meets Stanford d.school meets a hackathon? Over the past 15 years Future has developed a set of Think Wrong Practices that unlock the ingenuity of individuals, teams, organizations, and industries. We facilitate and teach our practices through fast-paced, immersive, hands-on sessions that take on challenges that matter to our clients. We call them Think Wrong Blitzes. A Blitz can turn your new hires first impressions into powerful, career-shaping experiences. And those experiences can turn your new hires into innovators who are making meaningful contributions from the word Go. 05

5 It s time to think Over the past 15 years Future has developed six Think Wrong Practices to help individuals, teams, and organizations escape the status quo. wrong. Align efforts with the strategic aspirations and impact vision of your organization. Invite serendipity letting people and places inspire new solutions. Break synaptic links that result in the same answers. Turn your ideas into solutions that can be shared and understood. Learn what works, what doesn t, and how to improve your solutions. Tap into existing knowledge and new insights to accelerate time to impact.

6 Learn by doing. We all learn best by doing. And we learn even better when we get to do something that matters to us. Think Wrong Blitzes start there. We design Onboarding Blitzes to address challenges that matter to you, your people, and your organization. So, your new hires build their innovation muscles while producing a portfolio of status-quo busting small bets you can make right away. 09

7 Thinking wrong is for everyone. And anyone. We believe everyone is born ingenious. Time and again we ve seen our Think Wrong Practices unlock that ingenuity. That s why we recommend inviting people from across your organization to your Onboarding Blitzes. And why we encourage you to invite clients, prospects, and partners too. Because, ultimately, the more wrong thinkers you have working across your ecosystem, the more ingenious solutions you will have to your challenges. And the more ingenious solutions you have, the more engaged, productive, and prosperous your people and organization will be. 11

8 Blitzers don t forget 90%* of what they learn. We understand the way onboarding is designed, delivered, and implemented greatly influences its effectiveness. So we assess your onboarding needs with you and plan accordingly. We design Onboarding Blitzes with you.. We create the best context for becoming a part of your organization. We adapt with your groupsto ensure they get the most out of their development experience. We leave you with Blitz reports to reinforce for your new hires What I can now do. Learn Forget *Arthur, W., Jr., Bennett, W., Jr., Stanush, P. L., & McNelly, T. L. (1998). Factors that influence skill decay and retention: A quantitative review and analysis. Human Performance, 11,

9 You get wrong thinkers. Wrong thinkers equipped with a new approach to solving problems, pursuing opportunities, and strengthening your innovation culture. Wrong thinkers focused on what s possiblerather than what s at risk. Wrong thinkers producing a portfolio of disruptive small bets for challenges that matter to your organization. Wrong thinkers ready to help you make those small bets. Wrong thinkers ready to use what they learn from those small bets to speed up your time to impact. Wrong thinkers practicing the art of the possiblerather than remaining stuck in the status quo. 15

10 Why a Blitz matters to your new hires (and you). They do something valuable on Day 1 (and you get their enthusiasm and passion from the start). They meet their new colleagues (and you get to enjoy the fruit of productive relationsfaster). They learn your strategic imperatives (and you get them thinking wrong about those). They learn how to create ingenious solutions to support those imperatives (and you get to enjoy the increased productivity, results, and retention that come from that level of engagement). They experience your culture in a meaningful way (and you get to strengthen that culture to ensure it endures). 17

11 When wrong is right.

12 Starbucks: Supernatural Situation The Starbucks Creative Services team was great at making things look good, but they weren t influencing the front end of strategic initiatives. Challenge How might Creative Services make a greater contribution to Starbucks strategy and corporate social responsibility? Need To change the Creative Services design-as-decoration culture to a culture of strategic innovation. Opportunity To teach Creative Services a set of practices and skills that would enable them to help Starbucks conceive of game-changing solutions to its biggest business and social challenges. What we did We got out for three days, blitzing with Starbucks 76 person Creative Services team at Sleeping Lady Resort in the snowy mountains above Seattle. We curated a team of outsiders to help teach and apply our inspiring with stories of ingenuity, making purposeful mistakes, solving with available resources, and reconceiving Creative Services as a strategic partner for Starbucks Executive Team. 21

13 Robert Wood Johnson Foundation: Think Wrong Blitz Situation Celebrating their 40th anniversary, RWJF convened more than 500 of their grantees and partners in Princeton, NJ, offering them the opportunity to develop their innovation skills and capabilities. Challenge How can we prevent diseases before they start? Need Help RWJF grantees and partners think wrong about their approaches to health challenges so they might have even greater impact. Opportunity Conceive of a portfolio of small bets that are practical and helpful in promoting good health. What we did We taught the blitzers our in a half-day Blitz. The result: a portfolio of seven Do-It-on- Monday small bets that they could bring back to their organizations and work in the field. 23

14 Project M PieLab Situation Pie makingthe secret talent of one Project M participantinspires the M-ers to bake pies for Pi Day 2009 in Belfast, Maine. The event is greeted with such enthusiasm that several M-ers decide to see what kind of impact pie might have in the spiritual home of Project M Greensboro, Alabama. Challenge How might we use the power of pie to stimulate the local economy and to bring people together in this often-segregated town? Need A place that can attract people and other businesses to Main Street. Opportunity To provide a vibrant hub for community engagement, youth job training, employment, and new social enterprises. What we did We taught M-ers (design graduates from across the country) our at Project M Subsequent Project M cohorts and advisors continue to think wrong to improve the socioeconomic prospects of Hale County making it one of the most influential rural towns in America. 25

15 Future is a Silicon Valley innovation firm that teaches people, teams, and organizations how to think wrong to conceive of ingenious solutions to their challenges big and small. engage@futurepartners.is

16 2015 Future Partners, LLC. All rights reserved, Think Wrong Practices, Be Bold. Get Out. Let Go. Make Stuff. Bet Small. Move Fast., Think Wrong Blitz, the Future logo, and the Think Wrong Blitz Cycle logo are trademarks, service marks, and/or design marks of Future Partners, LLC. in the United States and/or other countries.