Integration Best Practices for New Hires

For the new hire, the ‘portability’ of success is strongly tied to the new employee’s ability to undertake effective acculturation, and active career transition management during the important Integration Phase (first year).

This training is designed to set forth the ‘ways of integration’ of top performing new employees, with a particular focus on the practical strategies they deploy to learn, navigate, and build career momentum.


Key Learning Objectives

  • Examination of what top performers do to provoke the discretionary investment of managers and other leaders during the Integration Phase.
  • Discussion of how new employees learn (and habituate) ‘culturally appropriate’ patterns of decision making, leadership, and followership.
  • The derailment patterns of new hires that fail to build early momentum.
  • Decoding the key evaluated performance competencies (communication, initiative, service orientation, teamwork) that must be confirmed during the Integration Phase – identifying how such competencies are actually produced by top performers.
  • Developing a framework for understanding integration through the lens of colleagues – how new employees are viewed by their audience.

The Sponsorship Pathway for the Top Performer

Sponsorship exists in the context of a relationship between a sponsor who is motivated to make a deep personal investment and a protégé who has earned has earned the loyalty of the sponsor.

  • But what is the role of the protégé?
  • What are the true sources of motivation for the sponsor?

Key Learning Objectives
The overall goal of the presentation is to deconstruct the dynamics of workplace sponsorship, with a focus on:

  • The mindset, ‘ways of-self-investment’, and ‘ways of relationship building’ of protégés – what these top performers actually do to provoke and sustain the investment of sponsors,
  • The motivation of sponsors and the performance behaviors and attributes that sponsors must confirm as a precondition of their sponsorship.

Building Enduring Workplace Relationships

Building deep enduring workplace relationships is an indispensable skill that will influence assessments of future potential – as relationship building enables knowledge sharing, decision making, and collaboration across cultures. Additionally, employees with the strongest workplace relationships also reflect the highest levels of employee engagement and retention.
Key Learning Objectives

  • The 10 ‘Unwritten Rules’ of building strong workplace relationships.
  • Finding ‘likeness’ as the pathway to building rapport and connecting with others.
  • Development of a framework for active relationship investment.
  • The role of self-awareness and empathy in shaping relationship building success.
  • Measuring the health and value of your workplace relationships.

Navigation and Career Ownership

Today’s top performer needs to be prepared to think critically and strategically about the role they must play in building a career.

Career Ownership means:

  • You take responsibility for critical self-examination.
  • You see yourself as the responsible party for achieving your potential – actively targeting areas for learning, growth and improvement.
  • You know the ‘right things to measure’ – remaining focused on the things that will have the strongest impact on your value to the company and career outcomes
  • You sustain your work ethic and positive attitude under all circumstances – whether the world applauds, criticizes or ignores you.
  • You learn to be motivated by your goals not anticipated rewards.

Learning Objectives

  • Practical strategies for growth beyond core area of expertise – assembling new experiences and skills that will increase long-term value to the organization.
  • Tools for assessing the learning potential of one’s current role.
  • The career decision making practices of top performers.
  • A framework for understanding what will drive the top performer’s differentiated value.
  • A framework for accurate self-assessment and continuous self-investment.

Building Your Value Story (Doing Work v. Serving Value)

Performing work tasks at a high level of proficiency (what you do) and ‘serving value’ (the impact of what you do), are related but not the same.

Employees with strong Value Stories are perceived (by leaders) to have the greatest potential for growth – as it is believed such employees can sustain high levels of performance in the face of roles of increasing responsibility or requiring new skills.

This workshop is designed to help the individual performer build a strong Value Story, moving beyond static performance competencies and introducing you to a dynamic yet practical set of workplace strategies for increasing the commercial and operational impact of your work.


Learning Objectives
Examination of the things top performers do to help key stakeholders:

  • Make decisions faster
  • Be in the path of best practices and Frontier Knowledge
  • Detect trends and competitive threats
  • Focus more time on high value needs and priorities/li>
  • Reduce redundancies