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My Failures Onboarding at Splunk

Onboarding to most people is an estoeric exercise most people want to get out of the way as quickly as possible. In this post we dive into what Michael did wrong in his onboarding journey at Splunk, in hopes that it will help you better onboard to your position.

There was a Senior Engineering Manager position that was open there, which was a step back title-wise from my Executive Director role at NCR, but the opportunity to work at a high growth tech company with top talent intrigued me. Splunk seemed to me to be very culture-driven (and to its credit helped me numerous times put my family first as I came out of my burnout from my previous role), and so I doubled down on ensuring that my burnt-out initial team was healthy and thriving. In my enthusiasm to quickly show the company what I was capable of, I didn’t respect Splunk’s culture that change is to be done free of drama and led by technical leadership primarily.

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