One strategy for evaluating judgment involves

Alternatives to Termination

asking questions about areas outside of work, such

as sports, hobbies or other interests. Ask people to

E

ven if poor performance is well documented,

offer predictions for their favorite athletic teams

it can be difficult and time-consuming to let

and how they have reached their conclusions.

people go.

Observe whether they easily commit to predicting

Consider alternatives, such as moving them to

an outcome or prefer to play it safe.

other positions within the team that are better

suited to their skills.

Your goal is to gauge whether their rationale

makes sense and how capable they are in

Or, you may want to remove someone from the

exercising expert judgment. Individuals who have

team and place him elsewhere in the organization.

found passion outside of the work world are likely

Do this, however, only if you are positive that

to do so in their chosen business field, as well.

he can perform well there. Shifting one problem

employee to another department will damage

Assessing the Team

your credibility and reputation.

A

fter evaluating individual team members, you

To keep your team functioning while you

need to learn and understand how the existing

build a better one, you may need to retain

team functions. This requires you to study data

an underperformer while searching for his

and reports from meetings, as well as any climate

replacement.

surveys.

Always treat people with dignity and respect, and

Take the time to determine whether team

allow them to find positions elsewhere when it

members share similar impressions of the

becomes clear that their skills no longer suit the

situations they face. Major differences point to a

organization's needs.

lack of team coherence.

Do what you can to help them find a better fit.

Group dynamics will become evident in first

Remember: People form lasting impressions of you

meetings. Observe how individuals interact in your

based on how well you manage this part of your

presence and the roles people take.

job.

Who speaks easily? Who holds back? Are there

alliances? Nonverbal cues inevitably surface each

A Checklist to Jump Start Your Team

time someone speaks up in a meeting.

Restructuring a Team

1. What criteria will you use to assess performance of

the members of your team?

W

ithin a short period, you will be able to

2. What personnel changes do you need to make?

outline a plan for restructuring your team:

3. What process will you put in place for high-priority

changes? How will you act respectfully with people?

· Who will you keep in place?

4. What help will you need with the restructuring?

· Who will you keep and develop?

5. What changes will you need to make with existing

incentives and measures?

· Who will you move to another position?

6. How do you want the new team to operate? What

· Who will you observe for a while?

roles do you wish people to play? Do you need to

shrink the core team or expand it?

· Who will you replace (low priority)?

7. How will you manage decision-making? Will you

establish a consult-and-decide or a build-consensus

· Who will you replace (high priority)?

approach? -- Watkins, M. The First 90 Days (2003).

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