Sprint Client Success Handbook
A practical guide to onboarding, leading and growing your Sprint professional—with clarity from day one.
Great distributed teams are built through clear expectations, consistent leadership and the right systems.
Your new team member arrives with relevant experience and strong communication. Performance comes from the environment you build around them.
Treat your Sprint professional like a valued member of your own team.
Give them context, train them on the business and make feedback part of the weekly rhythm.
Clarity about outcomes, standards and ownership.
Connection to the people, purpose and priorities.
Consistency in communication, coaching and review.
Sprint supports the person and employment relationship. Your business leads the work.
Use the pillars as a simple diagnostic. When something is not working, identify which pillar needs attention.
Make the role, tools, access and first-month plan clear before day one.
Set the conditions.Build trust through communication, inclusion and consistent leadership.
Make them part of the team.Turn expectations into measurable outcomes, feedback and coaching.
Lead the results.Develop skills, expand responsibility and improve the work over time.
Compound capability.The fastest way to lose momentum is to hire first and work out the role later.
“Please organise the invoices.”
“Reconcile this week's supplier invoices in Xero, flag anything over 30 days and send me a summary by 3pm Friday.”
Do not try to teach everything on day one. Sequence the learning and increase ownership as confidence grows.
Welcome, systems, business context, shadowing and one quick win.
Complete recurring work with close review and clear examples.
Take responsibility for agreed processes and propose improvements.
Run the 30-day review, celebrate wins and agree month-two goals.
The goal is not more meetings. It is the right conversation at the right time.
Priorities, progress, blockers and support needed.
Wins, feedback, workload, questions and development.
KPI review, strengths, improvement areas and next goals.
Role scope, career growth, systems and improvement priorities.
Clear outcomes and fast feedback are kinder—and more effective—than vague expectations.
Give feedback close to the work. Do not save small issues for the monthly review.
Long-term value grows when the person can see a future, improve the work and take on more responsibility.
Hold a quarterly growth conversation and agree one or two practical learning priorities.
Increase ownership only after quality and communication are consistent.
Invite one process improvement each week and keep SOPs current.
Apply client-approved tools to repetitive work, with human judgement and review.
Most issues are easier to prevent than to repair.
Fix: appoint one person to own priorities, feedback and escalation.
Fix: define the outcome, standard, deadline and when to ask for help.
Fix: address small issues quickly and constructively.
Fix: include the person in updates, meetings and recognition.
Fix: stabilise the first role before adding more seats.
Sprint supports the employment relationship. Your Account Manager is the first point of contact when you need guidance.
Contact your Account Manager to define the role and recruitment plan.
Share the issue, examples and feedback already provided. Coaching comes first.
Sprint's people team supports employment matters and agreed processes.
Your business retains control of tools, permissions, data and security.
Keep this page close during the first 90 days.
One team. Clear responsibilities. A shared standard.