How One Manager Turned Onboarding Into a Culture Shift

This morning I spoke with a young manager who has been with his company for 10 years. He started as an entry-level employee, broke performance records along the way, and became one of the company's youngest store managers.

When he recently welcomed a new hire, he decided to do things differently.

Beyond the Standard Checklist

Instead of relying on the standard computer-based onboarding system, he took the new hire on a personal tour of the company. He shared the company's values, introduced him to team members in action, and explained how each role impacts both the company and the customer experience.

He spoke from the heart, sharing his enthusiasm for the company and for the new hire's role in it. He painted a vision of what the company was trying to accomplish and how this new person could be part of something bigger.

Making It Personal

He shared his own story - starting as a new hire and working his way up through the ranks. He asked about the new hire's goals, dreams, and personal background. Then he followed it up with lunch, where they talked about hobbies and interests outside of work.

The Result

Night and day. He said the change in this young man was almost unrecognizable - more engaged, more open, and ready to contribute.

The Leadership Lesson

His wisdom in recognizing that he was responsible for more than simply fulfilling tasks impressed me. He understood that onboarding isn't just about paperwork - it's about connection, ownership, and culture.

Most managers treat onboarding like a checklist to complete. This manager treated it like the foundation for everything that would follow.

Read Part 2: What makes the vision stick.

Jim Heinz is the founder and owner of Jim Heinz Consulting and author of The Team Building Blueprint. He understands the weight of leadership because he's lived it for 30 years in the medical industry. He's been responsible for patient satisfaction, team performance, and organizational results in environments where mistakes have real consequences. Jim has lived through the Sunday night dread, the difficult employee conversations, and the challenge of building culture while hitting targets. His approach to connection, clarity, and culture comes from someone who's succeeded and failed, then figured out what actually works.