I would make your team's principles / operating practices / expectations explicit and clearly lay them out. It's sort of awkward to say some of these (very basi

I would make your team's principles / operating practices / expectations explicit and clearly lay them out. It's sort of awkward to say some of these (very basic) things, but you never know what kind of culture the new hire came from. Here are some of mine: - It's OK to not know the answer* - Always tell the truth* - Show people you care - Do the best you can - Show up on time - Finish what you start - Do what you say you will do When you start a new role, you come in with no technical debt & are fresh. I want people to maintain that as long as possible and question why it is we do what we do. Often having the freedom to say "I don't know" exposes the kinds of things that happen because they've always been done that way and makes the team explain what we're doing, and why we're doing it, at least once. *It's ok not to know, but take action to find out the answer / get the truth. Don't make crap up if you're unsure, and don't smile and nod if you aren't understanding what's going on. This doesn't help anyone. It's ok to pause and get the right data. **If you knowingly lie, you can get off my team. But most lies are driven by the fact that people feel scared to follow rule 1. *** three of these are Lou Holtz' 3 rules.