The leader must then engage team members in discussions to gain agreement about their individual goals and standards, and specify accountability systems to ensure goal delivery by every player as well as values-alignment in every interaction. The leader shares all these with team members and secures team member commitment to them. Plans, decisions, and actions that serve the organization’s purpose, values, strategies, and goals are embraced those that don’t are set aside. The best framework for clarifying expectations is an organizational constitution, which outlines the team’s purpose, values and behaviors, strategies, and goals. Valued behaviors define what a “good citizen” looks, sounds, and acts like in the organization. Finally, the leader needs to share their leadership philosophy with their team: their leadership purpose, their expectations of others, what others can expect of them.ĭays 31-60 require that the leader put clear expectations into place. Expectations may be refinements and clarification of existing plans or they may be specific expectations of new objectives and valued behaviors. The leader must describe not only WHAT targets are important but also HOW team members are expected to treat others as they work to deliver those targets. The leader needs to learn about their team leaders and team members – roles and responsibilities, their passions and skills, and even their social styles. The leader must understand the details of the organization finances. Neutral, factual data help highlight the current operation’s strengths and opportunities. The leader needs to understand the organization’s current structure, what team members believe the organization’s internal and external customers need, what your customer’s actual needs are, and how well those needs are being met. The first phase is one of observation. Resist the urge to “fix things” immediately. The new leader needs to spend time gathering data, through written documents, informal networking, and interviews, to best understand the team’s or department’s current purpose, values, strategy, and goals.
No matter if you’ve been in an agency or municipality for a decade or more, every department has its own rhythm, pace, and norms.ġ) learn the organization’s perception of it’s purpose and strategy,Ģ) clarify desired expectations for all players, andģ) align plans, decisions, and actions to best serve customers, stakeholders, and staff.
#90 DAY PLAN HOW TO#
She asked for my suggestions on how to “put her best foot forward” in her new job.Īnytime you start a new role there is a learning curve. A friend recently accepted a senior leadership position in an established organization.
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