Yoo gals and boys! Here we are again, tackling global issues like selling niche tech products. In Part 1, we talked about hiring the right salespeople, and now in Part 2, we’ll cover how to onboard them effectively. THAT is just as important as hiring—because if you find the brilliant ones and mess it up during onboarding, well... you’re still in trouble :)) Soo let’s dive into it! Onboarding Before Hiring The title might sound confusing, but hear me out. The idea is that you should actually start onboarding a candidate into the context of your business and product long before you hire them. long before you hire them. Here’s what I mean: During the first call, when introducing your company and product, be real. Share the true story of how the market looks for you right now and the state of your current processes. The tougher the situation, the more transparent you should be about it. If you’re not upfront about the challenges, there’s no way you’ll find someone with the right "hunter" mentality to tackle them.
Be honest about the current issues—whether it’s sales struggles, support gaps, or broader challenges in your industry. Paint a full picture so the candidate knows exactly what they’re walking into and is prepared to dive into the deep end.
If you’re using test assignments or case studies, make them realistic. Please, please, please give them actual tasks that reflect the complexity and conditions they’ll face on the job. A generic case study whipped up by GPT won’t capture the real-life details, challenges, and nuances they’ll encounter. During the first call, when introducing your company and product, be real. Share the true story of how the market looks for you right now and the state of your current processes. The tougher the situation, the more transparent you should be about it. If you’re not upfront about the challenges, there’s no way you’ll find someone with the right "hunter" mentality to tackle them. If you’re not upfront about the challenges, there’s no way you’ll find someone with the right "hunter" mentality to tackle them. Be honest about the current issues—whether it’s sales struggles, support gaps, or broader challenges in your industry. Paint a full picture so the candidate knows exactly what they’re walking into and is prepared to dive into the deep end. If you’re using test assignments or case studies, make them realistic. Please, please, please give them actual tasks that reflect the complexity and conditions they’ll face on the job. A generic case study whipped up by GPT won’t capture the real-life details, challenges, and nuances they’ll encounter. Please, please, please give them actual tasks For instance, let’s say you ask a candidate to write an example of an outbound email. Set clear expectations:
“Hey, when we reach out to a potential client, we typically have just three pieces of information: their website, their LinkedIn profile, and a brief overview of their pain points. That’s it. The rest of the research is on you. I want the email to be as specific as possible, so take the time to dig into their profile and craft something personalized. This is exactly how we handle every client, and it’s a key part of our process.” For instance, let’s say you ask a candidate to write an example of an outbound email. Set clear expectations: “Hey, when we reach out to a potential client, we typically have just three pieces of information: their website, their LinkedIn profile, and a brief overview of their pain points. That’s it. The rest of the research is on you. I want the email to be as specific as possible, so take the time to dig into their profile and craft something personalized. This is exactly how we handle every client, and it’s a key part of our process.” “Hey, when we reach out to a potential client, we typically have just three pieces of information: their website, their LinkedIn profile, and a brief overview of their pain points. That’s it. The rest of the research is on you. I want the email to be as specific as possible, so take the time to dig into their profile and craft something personalized. This is exactly how we handle every client, and it’s a key part of our process.” Onboarding After Hiring Onboarding After Hiring Once you’ve shaken hands and officially hired someone, it’s crucial to set them up for success before their first day. This doesn’t mean bombarding them with three-day-long YouTube onboarding videos, okay? Instead, focus on providing clear, valuable resources to help them hit the ground running. For example: before Company Reports: Share reports from the current or previous year. Include accomplishments, key numbers, clients you’ve signed, and both long- and short-term goals for the future.
Competitor Overview: Provide a list of competitors and top players in your industry to give them context about the market.
Organizational Structure: Share a clear org chart so they know who’s responsible for what.
Onboarding Program: Send over the onboarding schedule and pre-invite them to any important meetings they’ll need to attend. Company Reports: Share reports from the current or previous year. Include accomplishments, key numbers, clients you’ve signed, and both long- and short-term goals for the future. Company Reports Competitor Overview: Provide a list of competitors and top players in your industry to give them context about the market. Competitor Overview Organizational Structure: Share a clear org chart so they know who’s responsible for what. Organizational Structure Onboarding Program: Send over the onboarding schedule and pre-invite them to any important meetings they’ll need to attend. Onboarding Program When the Big Day Arrives When the Big Day Arrives When your new sales superstar starts (whether in the office, on Zoom, or in Slack), make their first day as structured and smooth as possible. Here’s how: Stick to the Plan
Follow at least 60% of the onboarding program you shared earlier. Consistency helps build trust and keeps things on track.


Provide Useful Contacts
Share a list of key people to contact for specific issues—legal, tech, product, HR, etc. If you have a knowledge base, share that too.


Introductory Calls
Schedule introductory meetings with everyone the new hire will work closely with. Provide context for each meeting—explain the logic behind why it’s needed and what to expect.


Set Clear Examples
Share examples of work you consider excellent—such as well-done research, pitches, or calls. Also, share examples of work with mistakes, explaining what didn’t work and why you want to avoid it.


Daily Guidance
Provide clear instructions on what they should do after onboarding. Outline their daily plan, where to start, and the priorities for their first few days. Consider having short 15-minute check-ins at the start of each day during the first week to address questions and keep them focused.


Daily Plan and Check-Ins
Give clear instructions for their daily plan after the onboarding phase. Explain what they should do, where to start, and what their priorities should be. To make this smoother, consider scheduling 15-minute calls at the beginning of each day during their first week. These short check-ins can help answer questions, clarify tasks, and keep them focused. Stick to the Plan
Follow at least 60% of the onboarding program you shared earlier. Consistency helps build trust and keeps things on track. Stick to the Plan Stick to the Plan Follow at least 60% of the onboarding program you shared earlier. Consistency helps build trust and keeps things on track. Provide Useful Contacts
Share a list of key people to contact for specific issues—legal, tech, product, HR, etc. If you have a knowledge base, share that too. Provide Useful Contacts Provide Useful Contacts Share a list of key people to contact for specific issues—legal, tech, product, HR, etc. If you have a knowledge base, share that too. Introductory Calls
Schedule introductory meetings with everyone the new hire will work closely with. Provide context for each meeting—explain the logic behind why it’s needed and what to expect. Introductory Calls Introductory Calls Schedule introductory meetings with everyone the new hire will work closely with. Provide context for each meeting—explain the logic behind why it’s needed and what to expect. Set Clear Examples
Share examples of work you consider excellent—such as well-done research, pitches, or calls. Also, share examples of work with mistakes, explaining what didn’t work and why you want to avoid it. Set Clear Examples Set Clear Examples Share examples of work you consider excellent—such as well-done research, pitches, or calls. Also, share examples of work with mistakes, explaining what didn’t work and why you want to avoid it. Daily Guidance
Provide clear instructions on what they should do after onboarding. Outline their daily plan, where to start, and the priorities for their first few days. Consider having short 15-minute check-ins at the start of each day during the first week to address questions and keep them focused. Daily Guidance Daily Guidance Provide clear instructions on what they should do after onboarding. Outline their daily plan, where to start, and the priorities for their first few days. Consider having short 15-minute check-ins at the start of each day during the first week to address questions and keep them focused. Daily Plan and Check-Ins
Give clear instructions for their daily plan after the onboarding phase. Explain what they should do, where to start, and what their priorities should be. To make this smoother, consider scheduling 15-minute calls at the beginning of each day during their first week. These short check-ins can help answer questions, clarify tasks, and keep them focused. Daily Plan and Check-Ins Daily Plan and Check-Ins Give clear instructions for their daily plan after the onboarding phase. Explain what they should do, where to start, and what their priorities should be. To make this smoother, consider scheduling 15-minute calls at the beginning of each day during their first week. These short check-ins can help answer questions, clarify tasks, and keep them focused. Why It Matters
The more structured and intentional your onboarding process is, the easier it will be for your new hire to navigate the challenges ahead and contribute effectively. A little extra effort upfront saves time and confusion later—and sets the tone for a successful partnership. Why It Matters Why It Matters The more structured and intentional your onboarding process is, the easier it will be for your new hire to navigate the challenges ahead and contribute effectively. A little extra effort upfront saves time and confusion later—and sets the tone for a successful partnership. Onboarding During the Ramping Phase Onboarding During the Ramping Phase If you think 1-2 weeks of sharing materials is enough—ha! Think again. Onboarding doesn’t stop after the formal onboarding phase. The next 1-3 months of ramping are just as important, my friend. Here’s what you need to keep in mind: Regular Check-Ins: Keep checking in with your new hire to see how they’re doing and where they might need extra support. Don’t assume everything’s fine—create space for open conversations about their progress and challenges.
Be a Partner, Not Just a Manager: Think of yourself as their partner, not just their boss. Guide them through the sales process and market specifics. The ramping phase is about helping them succeed, not just demanding results.
Provide Continuous Learning: Share additional resources, tools, and insights as they navigate real-world scenarios. Learning doesn’t stop after onboarding—it’s an ongoing process.
Celebrate Small Wins: Acknowledge their milestones, no matter how small. This boosts confidence and shows them they’re on the right track. Regular Check-Ins: Keep checking in with your new hire to see how they’re doing and where they might need extra support. Don’t assume everything’s fine—create space for open conversations about their progress and challenges. Regular Check-Ins: Be a Partner, Not Just a Manager: Think of yourself as their partner, not just their boss. Guide them through the sales process and market specifics. The ramping phase is about helping them succeed, not just demanding results. Be a Partner, Not Just a Manager: Provide Continuous Learning: Share additional resources, tools, and insights as they navigate real-world scenarios. Learning doesn’t stop after onboarding—it’s an ongoing process. Provide Continuous Learning: Celebrate Small Wins: Acknowledge their milestones, no matter how small. This boosts confidence and shows them they’re on the right track. Celebrate Small Wins: Conclusion Conclusion Onboarding is not just a process—it’s the foundation for your new hire’s success and, ultimately, the success of your team. By being transparent from the start, providing the right resources, and staying actively involved during onboarding and ramping, you’re setting your people up to thrive. Remember, the effort you put into onboarding isn’t just about making your new hire comfortable; it’s about empowering them to deliver results and contribute to the bigger picture. So, take the time, be intentional, and invest in a process that builds confidence, clarity, and connection. Because when your team wins, you win <3

This story contains new, firsthand information uncovered by the writer.

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