Start by understanding the team and establishing reliable definitions. Then choose a focused coaching priority, test one operating improvement, and review the evidence. Present this as a proposed plan to discuss, not a promise of results or an established Origin onboarding program.
Days 1–7: listen and map the handoffs
Meet the people responsible for prospecting, setting, closing, and project review. Ask where work gets delayed and where ownership is unclear. Observe the workflow before changing scripts, targets, or compensation expectations.
Make a simple responsibility map. Identify who accepts an appointment, who handles a reschedule, and who resolves a returned sales packet. Ask which decisions the manager can make and which belong to operations or company leadership.
Days 8–14: establish a useful baseline
Define the metrics before comparing people. Keep booked appointments separate from held consultations and signed sales separate from installations. Choose a clear timeframe and verify that the records actually support the numbers.
Look for process gaps as well as individual coaching needs. A rep with poor appointment outcomes may be dealing with assignment delays or unclear handoffs. Review examples and discuss what is within the person’s control before drawing a conclusion.
Days 15–21: test one improvement
Choose one specific issue, such as inconsistent appointment notes or slow answers to a rep’s product questions. Explain the proposed change, the owner, and the evidence you will use to assess it. Keep the test small enough to understand what changed.
Pair the change with coaching. Demonstrate the desired behavior, let the rep practice, and provide concrete feedback. Avoid announcing a sweeping new process without checking whether the team has the tools and time to use it.
Days 22–30: review and plan the next month
Compare the baseline with the new evidence and note limitations. A small number of appointments may not support a broad conclusion. Ask the team what improved, what remained difficult, and which next action would be most useful.
In your application, summarize the team you lead today or the team you intend to build. Name the market and explain your approach to coaching. Discuss authority, support, and written manager compensation separately before committing to a proposed role.
Common questions
Is this Origin’s official manager onboarding schedule?
No. It is a proposed interview framework to help you discuss how you would lead. The actual role and onboarding are confirmed during review.
Can I apply as a manager while building a team?
You can explain that plan in the manager application. Separate current team size from your recruiting goals.
Explore the next step
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