Download 90 days to a high-performance team : a complete by Chris DeVany PDF

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Different employees have different needs. The successful leader understands both individual and collective needs, and is able to respond constructively. 1 DISC Dimensions as a visual to help understand our own behavior and the behavior of others we are trying to manage. Take some time to consider where each of your employees might naturally fall on the assertiveness spectrum. Then consider what you might be able to do to create an environment that brings out the best in everyone and that utilizes their innate personalities to maintain team equilibrium.

3. Accountabilities are clarified, if necessary. 4. The team reviews technological issues and problems, exchanges information and documents, hardware and software needs of team members, information and document storage and access, e-mail and voice mail problems and additional technology needs, training, and orientation. 5. The team reviews progress regarding the external communication plan and verifies that information is getting to other team members, stakeholders, and champions? 6. The team assesses its work to date: • • • • • Progress of technical work, overlap/redundancy of roles and accountabilities Availability of team members Availability of information and documents Access to technology Access to stakeholders and other important team members 7.

34 MAKING THE TEAM WORK • How will we measure progress and success? • How are we progressing with our communication as a team? 3. Managing My Team Members’ Performance. To manage your team members’ performance effectively, ask: • What are the team members’ individual communication goals? • How will we measure progress and success? • How do team members say they have improved their communication effectiveness? • What do I say about how team members have improved their communication effectiveness?

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