There is a lot of good information here Kathy. It is very relevant for me as I recently had a phone pre-interview, the panel interview, a written assignment and I have a final interview in a couple of weeks. It appears to be a lot except it's for a COO position which I'm prepared for and nervous. Your thoughtful checklist has me feeling better already.
Congratulations on your interview process for the COO role. It's wonderful to hear that it's thorough, for both the organization's sake, and yours. I totally understand being nervous but as long as you go in prepared and rested, I think you can trust that you are doing all the right things.
Hope you are discovering what you need in the process and that it all ends in a way that you feel great about. Sending you good vibes!
Kathy, this is one of the most thoughtful and comprehensive onboarding frameworks I’ve seen — both in content and tone. It honors the human side of leadership while still driving toward clarity and performance. That’s a tricky balance, and you’ve nailed it.
The part that struck me most was “start with the end.” We often treat departures as betrayals instead of inevitabilities — and yet, when we build trust early, exits can become just another phase of a healthy relationship, not a crisis. Powerful.
Also, the section on aligning feedback styles before things go sideways? Gold. We preach “open communication” but rarely give people a map or language when that communication gets uncomfortable.
I’ll share this with my team and invite them to weigh in — not just for new hires but to revisit our current working agreements.
Thank you for raising the bar and doing it with empathy and practical wisdom.
Thank you, Matt! I appreciate your feedback particularly around the balance between being human and being clear with a focus on performance.
I don't think they need to be at odds, but the models of leadership that have been glorified or at least publicized don't provide these types of examples.
Perhaps it's because they are more nuanced and less easily summed up in a tagline. But they are what I think most organizations and most people need to feel seen, valued, and less stressed at work. Only then can we create sustainable cultures that inspire people to give their all vs. pushing them away to seek therapy and support.
A really excellent piece on the real stuff that make workplaces work - or not. Great to read someone setting out the fundamental things that make people and workplaces tick: the reality behind the facade. Thanks!!!
Thank you, Dr Nia D Thomas. I want to tackle the topics and issues that many leaders struggle with, but that conventional leadership books, blogs, and podcasts don't address -- exactly as you shared -- the reality behind the facade! Appreciate your feedback!
Such a great summary, Kathy. Many leaders don't take the time to do any onboarding with their team members and then wonder why there is a high team turnover rate.
If you talk to your new people about these topics, it shows that you are willing to communicate and are invested in your newbie's success. Talking like this will lead to 1) getting to know your newbie as a person, 2) increased trust, 3) higher engagement and therefore higher productivity, and 4) open communication channels. When leading a team, the key is to communicate.
Communication makes all the difference in setting up a new hire for success. Too many leaders overlook this or assume the new hire will bring their concerns to their attention. Some will, but sometimes, it feels like too much -- unless the leader leads the process.
Wow, this is such a helpful roundup, Kathy - you're really hitting some deeper, next-level stuff with "Decision-Making Style" and "What Keeps You Up at Night."
But this kind of intentional structure can make a huge difference in aligning early and setting the tone for the entire role and working relationship.
Thanks, Mike. I’ve always wondered why we avoid these topics and yet they take up so much of our energy worrying about. As the stoics guided us, let’s not worry about what we can’t control, and let’s do something about the things we can.
As managers, we control quite a bit as it relates to the experience of our direct reports. So let’s lean in and actually talk about the tough topics!
Let me know if there any topics I missed or any you want me to dive deeper into in the future!
There is a lot of good information here Kathy. It is very relevant for me as I recently had a phone pre-interview, the panel interview, a written assignment and I have a final interview in a couple of weeks. It appears to be a lot except it's for a COO position which I'm prepared for and nervous. Your thoughtful checklist has me feeling better already.
Congratulations on your interview process for the COO role. It's wonderful to hear that it's thorough, for both the organization's sake, and yours. I totally understand being nervous but as long as you go in prepared and rested, I think you can trust that you are doing all the right things.
Hope you are discovering what you need in the process and that it all ends in a way that you feel great about. Sending you good vibes!
Kathy, this is one of the most thoughtful and comprehensive onboarding frameworks I’ve seen — both in content and tone. It honors the human side of leadership while still driving toward clarity and performance. That’s a tricky balance, and you’ve nailed it.
The part that struck me most was “start with the end.” We often treat departures as betrayals instead of inevitabilities — and yet, when we build trust early, exits can become just another phase of a healthy relationship, not a crisis. Powerful.
Also, the section on aligning feedback styles before things go sideways? Gold. We preach “open communication” but rarely give people a map or language when that communication gets uncomfortable.
I’ll share this with my team and invite them to weigh in — not just for new hires but to revisit our current working agreements.
Thank you for raising the bar and doing it with empathy and practical wisdom.
Matt
Thank you, Matt! I appreciate your feedback particularly around the balance between being human and being clear with a focus on performance.
I don't think they need to be at odds, but the models of leadership that have been glorified or at least publicized don't provide these types of examples.
Perhaps it's because they are more nuanced and less easily summed up in a tagline. But they are what I think most organizations and most people need to feel seen, valued, and less stressed at work. Only then can we create sustainable cultures that inspire people to give their all vs. pushing them away to seek therapy and support.
A really excellent piece on the real stuff that make workplaces work - or not. Great to read someone setting out the fundamental things that make people and workplaces tick: the reality behind the facade. Thanks!!!
Thank you, Dr Nia D Thomas. I want to tackle the topics and issues that many leaders struggle with, but that conventional leadership books, blogs, and podcasts don't address -- exactly as you shared -- the reality behind the facade! Appreciate your feedback!
Maybe we could collaborate on a piece in the new year!
I would love that!! Please do DM me and we’ll coordinate.
Let's do it! 👏
Such a great summary, Kathy. Many leaders don't take the time to do any onboarding with their team members and then wonder why there is a high team turnover rate.
If you talk to your new people about these topics, it shows that you are willing to communicate and are invested in your newbie's success. Talking like this will lead to 1) getting to know your newbie as a person, 2) increased trust, 3) higher engagement and therefore higher productivity, and 4) open communication channels. When leading a team, the key is to communicate.
Thanks so much, Wendy! You are so right.
Communication makes all the difference in setting up a new hire for success. Too many leaders overlook this or assume the new hire will bring their concerns to their attention. Some will, but sometimes, it feels like too much -- unless the leader leads the process.
Wow, this is such a helpful roundup, Kathy - you're really hitting some deeper, next-level stuff with "Decision-Making Style" and "What Keeps You Up at Night."
But this kind of intentional structure can make a huge difference in aligning early and setting the tone for the entire role and working relationship.
Thanks, Mike. I’ve always wondered why we avoid these topics and yet they take up so much of our energy worrying about. As the stoics guided us, let’s not worry about what we can’t control, and let’s do something about the things we can.
As managers, we control quite a bit as it relates to the experience of our direct reports. So let’s lean in and actually talk about the tough topics!
Let me know if there any topics I missed or any you want me to dive deeper into in the future!