Here’s a three-step model that works: First, assess the people you’ve got and the dynamics at play. Leaders who are taking over and transforming a team need guidance on how to navigate the transition and improve performance. But leaders usually don’t have that luxury they must work with the people they inherit. ![]() Most team-building frameworks assume that you get to cherry-pick members and set the direction and tone from day one. Initial successes will boost everyone’s confidence and reinforce the value of your new operating model, thus paving the way for ongoing growth. Then establish ground rules and processes to sustain desired behaviors, and revisit those periodically. Consider also making changes in the way the team operates (reducing the frequency of meetings, for example, or creating new subteams). Make sure that everyone is aligned on goals and how to achieve them-you may need to change the team’s stated direction. Reshape.Īdjust the makeup of the team by moving people to new positions, shifting their responsibilities, or replacing them. Reflect, too, on the business challenges you face, the kinds of people you want in various roles, and the degree to which they need to collaborate. Watkins, an expert on transitions, suggests a three-step approach: Assess.Īct quickly to size up the personnel you’ve inherited, systematically gathering data from one-on-one chats, team meetings, and other sources. Instead they’re put in charge of an existing group, and they need guidance on the best way to take over and improve performance. ![]() ![]() Most leaders don’t have the luxury of building their teams from scratch.
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