Master Onboarding With Gradual Release Technique

By Patrick Metzger, CEO at The Greenhouse

I did it every single day for over a decade.

I stood at the front of the room, walked my students through each step and broke down not just the how but the why behind what we were doing. I shared tricks to remember key concepts, provided real-world applications and worked through examples together.

Then, I handed out a worksheet and we did it side by side. I answered questions, provided feedback and helped them slowly build confidence. Over the next few weeks, I watched as they gained mastery—until, finally, they were ready to do it on their own.

Even then, I never left them entirely on their own. I checked in regularly to ensure they still understood the material, applied it correctly and retained what they had learned.

That was my life as a public school teacher, working with middle schoolers in that wonderfully awkward stage of life. I taught everything from basic concepts to complex principles, whether in math, science or social studies.

And strangely enough, I’m still doing the same thing today—but now, instead of middle schoolers, I work with business owners and leadership teams. And instead of teaching geometry concepts, I’m helping them solve one of their biggest pain points: employee onboarding.

Why Your Onboarding Process Is Failing You

A strong onboarding process doesn’t just teach new employees how to do their jobs—it creates clarity, boosts long-term retention and builds a company culture that people want to be part of.

But when onboarding is rushed, neglected or disorganized, it turns into a company’s worst nightmare:

Employees quit within days or weeks because they lack clarity on their role and responsibilities. Supervisors feel frustrated because new hires aren’t getting it. The company loses time and money constantly rehiring and retraining. New employees need structure, clarity and confidence to succeed. But many business owners unintentionally throw them into the deep end without a clear learning process.

So, how do you fix it? It all comes down to six simple words.

I Do. We Do. You Do.

This is known as the Gradual Release Technique, and it’s the method we take leadership teams through at The Greenhouse to ensure they’re onboarding and using the tools and systems we teach at a high level. It's also how we teach leaders to successfully onboard their employees.

Let’s break it down.

Step 1: I DO (Lead by Example)

This is the first and easiest step, but it’s often rushed or completely skipped.

Too often, managers or HR departments speed through an overview of the role, assuming that new hires will just figure it out. Or they throw them into a training video without ever explaining the why behind the work.

Here’s what I Do should actually look like:

Walk your new hire through each step of their role, explaining why it matters. Demonstrate how the task is done, thinking out loud so they understand your approach. Connect their work to the bigger picture—how it impacts the team, the customer and the company. When employees understand the full context of their role from day one, they’re more likely to buy in and commit to the company’s success.

Step 2: WE DO (Work Together)

This is the step most companies either skip or rush, and it’s one of the biggest reasons why new hires struggle.

The problem? Business owners and managers don’t think they have time to train thoroughly. But the truth is, if you don’t take time to train upfront, you’ll waste even more time later rehiring and retraining when employees leave.

Here’s what We Do should look like:

Have your new hire start performing small tasks with you guiding them through it. Make sure they take notes and document steps in a simple, easy-to-follow format. Ask them questions to make sure they’re not just doing the task but thinking through it correctly. This is also the best time to document your company’s processes. When training a new employee, you’re forced to explain things in their simplest form—perfect for building out an operations manual or training guide.

As your new hire gains confidence, gradually step back and let them take more ownership of the task.

Step 3: YOU DO (Independence With Accountability)

This is the final stage. Your employee now knows what to do, how to do it and why it matters. They have clear documentation to reference, and they’re ready to work independently.

But this isn’t where you walk away forever. The biggest mistake supervisors make is assuming that once training is done, it’s done for good.

Here’s how to ensure long-term success:

• Schedule regular check-ins to measure progress and answer questions.
• Set clear success metrics so employees know what’s expected of them.
• Provide ongoing training and development—because onboarding isn’t a one-time event, it’s a continuous process.

Final Thoughts

Your onboarding process will make or break your company’s ability to grow and retain top talent. If employees feel unsupported or confused in their first few weeks, they’ll walk. If they’re set up for success, they’ll thrive—and so will your business.

So, the next time you bring on a new hire, don’t just throw them into the deep end. Follow the I Do, We Do, You Do method, and watch the transformation happen.

Want help refining your onboarding process to grow your business to the next stage? Let’s talk.

Schedule a?FREE GROWTH CALL?to see exactly how we will help grow you and your business to the next stage.