90 Days to a High-Performance Team: A Complete Problem-solving Strategy to Help Your Team Thirve in any Environment: A Complete Problem-solving Strategy to Help Your Team Thrive in Any Environment - Softcover

Devany, Chris

Softcover

ISBN 10: 0071629408 ISBN 13: 9780071629409

Verlag: McGraw-Hill Education, 2009

Inhaltsangabe

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in manageable daily, weekly, and quarterly timelines, the program covers the full range of workplace issues-from outdated systems and company politics to budget cuts and backstabbing.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!

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Über die Autorin bzw. den Autor

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.

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90 Days to a High-Performance Team

A Complete Problem-Solving Strategy to Help Your Team Thrive in Any EnvironmentBy 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 1.1: Outcomes for First Team Meeting.

First Week: What Are Your Top Three Priorities?

Priority #1: Reporting Your Team Action Plan to Your Manager and Senior Management

Your first priority as manager in your first week is to convey back to senior management and to your manager (or, in some cases, the board of directors) your Team Action Plan. This is the plan you came up with on the first day using Table 1.1: Agenda for Validating a Team's Charter and Worksheet 1.1: Outcomes for First Team Meeting. If you are conducting triage, it can often be helpful to consult with a trusted managerial peer, off whom you can bounce your ideas and ask for suggestions. Enlisting someone else for advice and support is an excellent prompt toward providing the same advice and support for that colleague going forward, especially if your new position comes as a result of having changed companies or industries. This kind of manager-to-manager communication supports more cohesive team action and results moving forward. For example, when I managed at BayBank (now part of Bank of America), I was constantly consulting my manager-peers for advice, because I was new to parts of the organization and to managing a team within certain functions of the company.

WORKSHEET 1.1 Outcomes for First Team Meeting

1. Team members understand the charter, mission, and scope of the team.

2. The team develops norms for team behavior and team processes:

* How to schedule meetings; who has authority to schedule others; use of electronic scheduling or calendaring systems

* How often voice mail and e-mail are to be answered

* Etiquette for face-to-face meetings, audio conferences, and video conferences

* How agendas for team meetings will be developed and distributed

* How minutes will be taken and distributed (timing and method)

* Who will facilitate meetings?

3. Team members understand their accountabilities and those of other team members.

* Accountabilities of all team members are reviewed and agreed upon.

4. The team develops a plan for the use of technology, including:

* Agreement on major type of work (parallel, sequential, or pooled sequential)

* Technology needed given the type of work

* How to exchange information and documents

* Hardware and software needs of team members (e-mail, fax, telephone, video, and so on)

* How information and documents will be stored (team Web site, shared files, or other)

* When to mark e-mail messages and other documents "urgent," "important," or the like

* Acquisition of new technology (for example, groupware, electronic meeting systems)

* Training and orientation for team members in technology

* Review of compatibility issues (MAC or PC, word-processing applications, Internet providers)

5. The team develops an external communication plan:

* Which stakeholders, partners, champions, and others will get what information and when?

* Which team members will coordinate with those individuals and answer questions?

6. The team determines how it will review progress:

* Frequency of team meetings

* Preliminary agenda for review sessions

* Who will be required to attend

* How meetings will be held (audio conference, video conference, and so on)

7. Team-building activities are conducted, and team norms are reviewed.

Priority #2: Meeting with Your Team

During your first week managing your team, your second priority is meeting with your team, using the guidelines presented in the first part of this chapter.

Priority #3: Meeting with Team Members One-on-One

After conducting the team meeting, you will meet with people one-on-one. If for some reason you can't meet with everyone one-on-one in your first week, be sure to schedule these meetings as soon as humanly possible. Here are some suggestions for how to get the most out of your one-on-one meetings.

1. Before meeting, let your team members know that they should come prepared to address and defend their performance to date.

2. Follow the meeting schedule you've chosen.

3. During the meetings, address the following:

* Review their performance to date, as you understand it.

* Listen and take notes as they offer their perspective on their performance to date.

* Explore ways to agree on what their Performance Plan should be,...

Details zur Ausgabe

• Verlag: McGraw-Hill Education
• Erscheinungsdatum: 2009
• Sprache: Englisch
• ISBN 10: 0071629408
• ISBN 13: 9780071629409
• Einband: Taschenbuch
• Anzahl der Seiten: 224
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: gpsr@libri.de; gpsr@libri.de; ; Friedensallee 273; Hamburg; 22763; Deutschland