In this episode, we’re uncovering what high-performing sales organizations do in the first 90 days to turn new hires into confident, capable contributors.
Matt is joined by Alina McComas, VP/Senior Consultant at The Center for Sales Strategy, who expands on the strategies she outlined in her article for the 2025 Talent Magazine. Alina shares what new hires really need to succeed and what leaders can do to support them from day one.
Alina offers practical, actionable advice, including:
- How too many sales leaders think their job is done once they’ve hired a talented seller
- Why you should make adjustments to your onboarding plan based on the individual’s innate talents
- And, finally, why you should set clear expectations for what success looks like in their role on day one.
The Most Common Onboarding Mistakes
Alina began by addressing the two most frequent missteps she sees sales leaders make:
-
Failing to Set Clear Expectations
Too often, new hires start without a defined picture of what success looks like. When expectations are vague or absent, employees end up “just staying busy” without knowing whether they’re on the right track. -
Assuming Talent Alone is Enough
Hiring talented individuals is just the beginning. Alina noted that some leaders mistakenly believe their job ends once the right person is in place. But even the most talented reps need intentional coaching and development to succeed.
Defining Success in the First 90 Days
The first 90 days are a critical window, often seen as a “make or break” period. Alina emphasized that real success during this time means doing the job you hired them to do.
She recommends breaking down clear benchmarks and tying expectations to specific timeframes, such as:
-
Week 4–5: Regularly scheduling 2–4 CNAs (Customer Needs Analysis) per week
-
Week 6–8: Presenting proposals and ideally securing at least one closed deal
Waiting a full year for performance to ramp up isn’t just unnecessary and it can actually set the tone for slow growth. As Matt points out, expectations create a self-fulfilling prophecy. If you say it’ll take a year to succeed, it probably will.
Using Talent Assessments to Personalize Coaching
Talent assessments can be a game-changer... if they’re used correctly. Alina urged leaders to schedule a post-hire feedback call with their talent team before the new rep starts. This call shifts the focus from selection to coaching and provides a roadmap for personalized development.
She also suggests a 60- to 90-day follow-up call to reevaluate based on real-world performance. This allows leaders to adjust coaching strategies and address gaps proactively.
Avoiding Overwhelm: How to Set Expectations Without Stress
Setting expectations doesn’t mean piling on pressure. Alina recommends balancing ambition with structure by providing:
-
Clarity: Clearly define what the next few weeks will look like.
-
Support: Show how you’ll help them reach each milestone.
-
Bite-Sized Steps: Break the journey into manageable pieces from learning ideal prospects to practicing outreach and refining messaging.
This approach builds trust and confidence while keeping the new hire on track.
What Early Wins Look Like
Early wins are essential for motivation but they don’t have to be massive. Alina shared several examples of achievable, meaningful early milestones:
-
Booking initial meetings with prospects or existing accounts
-
Logging activities consistently in the CRM
-
Adding qualified leads to the pipeline
-
Participating actively in team meetings and asking insightful questions
These activity-based wins offer critical feedback and momentum before revenue outcomes arrive.
HR vs. Sales Manager: Who Owns the Onboarding?
While HR may handle logistics (badges, computers, etc.), Alina is clear: The sales manager should take ownership from day one.
Why? Because trust, expectations, and coaching relationships need to start immediately. Waiting even a week can signal disinterest or disconnection to a new hire.
A Simple But Powerful Question to Build Trust
To wrap up the conversation, Matt asked Alina what one question every manager should ask a new hire during their first week.
Her answer:
“What does great support from a manager look like to you?”
This question opens the door to honest dialogue, builds psychological safety, and helps leaders tailor their support to what truly matters for each individual.
Final Thoughts
Fast-tracking new hire success isn’t just about moving quickly, it’s about moving intentionally. From setting expectations to personalizing coaching based on talent, the first 90 days are a golden opportunity to lay the foundation for long-term performance.
As Alina reminds us, early investment in development yields returns in confidence, productivity, and retention. If you want your team to thrive, don’t just hope your new hires “figure it out.” Show them the way.
