TRANSFORM YOUR TEAM IN JUST 90 DAYS! The all-purpose manual every manager should own . . . Whether you've recently been hired or promoted or just decided to try a fresh approach to managing your team, this step-by-step guide ensures you'll get the strongest performance possible out of your team--in any environment. With strategies presented in manageable daily, weekly, and quarterly timelines, the program covers the full range of workplace issues-from outdated systems and company politics to budget cuts and backstabbing. In 90 days or less, you can: Organize your team into one strong, cohesive, high-functioning unit. - Streamline processes to reduce redundant work, save money, and ensure that everyone understands their roles. - Deal with troublemakers, underperformers, department rivals, bosses from hell, and other personality types. - Improve your team's morale and motivation-and watch productivity soar! This is not a book of management “philosophy”-it's a hands-on, nuts-and-bolts training guide that addresses the day-to-day reality of managing teams, especially in tough times. Filled with handy checklists, questionnaires, timelines, meeting planners, progress charts, and performance reviews, it has everything you need to build a terrific team in three short months . . . and reap the benefits forever! Christopher DeVany is founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development. DeVany has published numerous articles in the fields of management, sales, teambuilding, leadership, ethics, and diversity. Christopher DeVany is founder andpresident of Pinnacle Performance Improvement Worldwide,a firm which focuses on management and organizationdevelopment. DeVany has published numerous articles inthe fields of management, sales, teambuilding, leadership,ethics, and diversity. 90 Days to a High-Performance Team A Complete Problem-Solving Strategy to Help Your Team Thrive in Any Environment By Chris DeVany The McGraw-Hill Companies, Inc. Copyright © 2010 Chris (Christopher R.) DeVany All right reserved. ISBN: 978-0-07-162940-9 Contents Chapter One YOU'VE JUST STARTED MANAGING YOUR TEAM ... NOW WHAT? You've just been hired, been promoted, or decided to take a fresh approach to managing your team. Where should you begin? From among what I refer to as the three Ps—people, processes, and priorities—choose start with your people. Before You Start: Preplanning the Approach Assess Your Team Members You should have an assessment of each team member, written by a third party, ready for review. These can be past performance reviews or informal assessments written by colleagues who have worked extensively with them in the past. However, it's crucial not to let others' views and reviews of anyone on your team bias your perspective. One of the worst mistakes we can make as managers is to not give someone at least two chances to succeed, potentially three, depending on the circumstance or situation. If you can't get a third-party assessment of your team members, it's all the more important to meet with them. Plan to Meet with Team Members Before scheduling the team meeting—both as a team and individually—create a plan for what you will say during the meeting that includes: 1. The vision and goals you will present to your team 2. A list of your expectations of team members 3. How you will let team members know, emphatically, that your number one job is to support them (be sure you mean this and will deliver on it, or your credibility will vanish instantaneously) 4. An outline of your priorities for today, this week, this month, this quarter, and this year 5. Your plan for scheduling team members for one-on-one meetings (preferably within the first week), so you can convey individual performance expectations. During the team meeting, you will let them know the following: * They will be meeting with you one-on-one to review their performance to date. * At that meeting, each of them will be expected to review their performance to date, so you can understand and appreciate their perspectives. * You will be developing a Performance Plan in concert with them, focusing on their Top Three Performance Priorities for the next month, quarter, and year. Create an Agenda for Your First Meeting On the top of the agenda for your first meeting should be the team's charter. See Table 1.1 : Agenda for Validating a Team's Charter for an example of the various elements of the charter and the estimated times for their discussion. This exercise will help you assess the needs and desires of the team, as well as possible obstacles, long- term goals, and suggested strategies for reaching them. First Day: What Do You Say? What Do You Hear? How Do You Respond? Team Meeting Now you are ready to schedule your first team meeting. During the meeting, ensure that you've covered all the essentials using Worksheet 1