New Account Manager Onboarding Toolkit

What's in this bundle

A complete week-one ramp kit for a newly hired Account Manager — schedule, handoff template, first-call scripts, a 30/60/90 checklist, a glossary, a shadowing checklist, and manager check-in questions.

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1. Week One Day-by-Day Schedule

Monday — Orientation & Context

• AM 9:00–10:00: Welcome + tools access (CRM, CS platform, email, calendar)
• 10:00–11:00: Company/product overview with a senior AM or PM
• 11:00–12:00: Review the account portfolio they'll inherit (read-only, no calls yet)
• PM: Self-paced — read the last 2 QBR decks from 3 accounts on their future book

Tuesday — Product & Customer Context

• Shadow 2 live customer calls (any tier) with a tenured AM
• Review the Terminology Glossary (below) and the CS platform health-scoring model
• 1:1 with manager: goals for week 1 (see Manager Check-In Questions below)

Wednesday — Playbooks & Process

• Walk through the QBR Agenda Cheat Sheet and the Renewal Objection Handling Guide
• Review 2 account plans from tenured AMs as examples
• Shadow 1 renewal conversation if one is scheduled this week

Thursday — Account Handoffs Begin

• Receive formal account handoffs (use the Account Handoff Template below) for the first 3–5 accounts
• Draft (don't send) intro emails to those accounts using the First-Contact Script
• Review CRM data hygiene standards for the accounts they're inheriting

Friday — First Contact & Reflection

• Send intro emails/calls to the first 2–3 accounts (with manager reviewing drafts first)
• End-of-week 1:1 with manager: what's clear, what's fuzzy, what to prioritize week 2
• Self-assessment: complete the Account Manager Skill-Gap Self-Assessment as a baseline

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2. Account Handoff Template

Complete one per account being transferred to the new AM.

• Account name: ___________
• Contract value / renewal date: ___________
• Primary stakeholders (fill Stakeholder Mapping Cheat Sheet): ___________
• Account health status (Healthy/Watch/At-Risk/Critical): ___________
• Why they bought — original business goal: ___________
• What's been delivered so far: ___________
• Open risks or unresolved issues: ___________
• Open opportunities (expansion, advocacy, case study candidate): ___________
• Land mines — anything the new AM must NOT do/say: ___________
• Outgoing AM's #1 piece of advice for this account: ___________

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3. First-Contact Call/Email Script (new AM introducing themselves)

Email:

Subject: Introducing your new account contact Hi [Name], I wanted to introduce myself — I'm taking over as your main point of contact going forward. [Outgoing AM] has walked me through everything, so you shouldn't need to repeat context, but I'd love 15 minutes on a call to introduce myself properly and hear directly from you how things are going. Does [specific day/time] work, or would another time be easier? Looking forward to working with you. [Name]

Call opener:

"Thanks for making time. I know transitions can be a little annoying, so I want to be upfront: my goal today is just to introduce myself and hear directly from you how things are going — not to make you re-explain everything from scratch. I've got context from [outgoing AM] on [1–2 specific things], but I'd love your read on how things are actually going day-to-day."

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4. 30/60/90 Day Ramp Checklist

By Day 30:

• Completed handoff on all inherited accounts
• Made first contact with every account in the book
• Filled in a Stakeholder Map for top 5 accounts
• Shadowed at least 3 calls across account tiers
• Baseline Skill-Gap Self-Assessment completed

By Day 60:

• Ran at least one QBR solo (with manager review of prep beforehand)
• Identified at least one expansion opportunity in the book
• Handled at least one real objection or risk conversation without escalating
• Account plans drafted for top 5 accounts

By Day 90:

• Successfully closed or actively managing at least one renewal
• Full book has a completed account plan
• Retaken the Skill-Gap Self-Assessment and shown improvement in lowest-scoring competency
• Manager sign-off: ready to own book independently without close supervision

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5. Core Terminology Glossary

(Customize with your own product/company terms — this is the starter set.)

• GRR (Gross Revenue Retention): Revenue retained from existing customers, excluding expansion — the "did we keep what we had" number.
• NRR (Net Revenue Retention): GRR plus expansion revenue — the "did the book grow" number.
• Health Score: A composite metric (usage + sentiment + engagement) indicating renewal/churn risk.
• Whitespace: Unused seats, unadopted modules, or adjacent needs an account hasn't bought yet.
• Single-threaded: An account relationship that runs through only one stakeholder — a risk, not a strength.
• Champion: The internal advocate who sells on your behalf when you're not in the room.
• Economic Buyer: The person who actually controls or approves the budget.
• QBR (Quarterly Business Review): The structured, recurring check-in tying product usage to business outcomes.

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6. Shadowing Checklist (for the tenured AM being shadowed)

• Give the new AM 2 minutes of context before the call starts (who's in the room, what's at stake)
• After the call, spend 5 minutes on what you noticed that a transcript wouldn't show (tone shift, hesitation, body language)
• Point out one thing you'd do differently if you had the call again
• Have the new AM shadow at least one "easy" account and one "at-risk" account

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7. Manager Week-One Check-In Questions

Use these in the Friday 1:1:

1. "What's the one thing that's still confusing after this week?"
2. "Which account are you most nervous about, and why?"
3. "What did you notice in the calls you shadowed that surprised you?"
4. "What do you need from me to feel ready for week two?"
5. "On a scale of 1–5, how confident do you feel handling a renewal objection right now?"