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Reprinted from Feld thoughts. Original article here.
By Brad Feld
A few weeks ago an entrepreneur of a fast growing consumer-oriented company told me that he has every new employee do customer support for two weeks. Their approach is they onboard the new person, given the a one week “get settled into your role / get up to speed on the company” period and then they spend weeks two and three full time in the customer support organization.
I’ve let this roll around in the back of my head and think it’s absolutely brilliant. The first week is a typical “first week at a new company” which includes a formal day of orientation on the first day. The next four days are structured around on-boarding the person and getting them involved in their role and their team, but not too deeply. This allows there to be a “break in period” where the person is learning the systems and structure of the company.
Week two is a full time immersion in the customer care organization. Total front-line stuff. The same first week any new customer care rep would get. Day one is whatever the normal orientation is followed by four days of “training wheels customer care.”
Week three is a fly on the wall from a managers view of customer care. Rather than front-line support, this is involved in all the meetings – up and down the customer support organization – to understand what people are dealing with. The last day includes a debrief meeting with the CEO.
I think a version of this process could be created for virtually any size company in any market segment. You are trying to have the person do three things: (1) be on the front-lines of the company and understand what that looks like, (2) engage directly with the product and customers, and (3) understand how the organization works from the customer point of view.
There’s a powerful second order effect, especially if every employee does this regardless or rank or title. In the first month of their tenure, they see the organization from the inside out. This creates a powerful common view that can generate an entirely different set of early actions for anyone in a new role. It also creates a powerful culture dynamic. And it does a little of what we try to do in the first month of TechStars – which is to “slow down to speed up.”
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