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Two Examples

Example #1: You’re launching a two-year project team to introduce a new service, you’ve got time for natural team growth. You’ll want to invest in all the high-performance components you can to help you get the most out of this vital team. Let them spend more time on planning. Send them off to week-long retreats to work on it. Give them access to lots of experts. Encourage them to use experimental personality-style surveys and attend wilderness survival experiences. Feed them all sorts of information and regular updates. Be patient with their internal struggles. You can make the case that team-building will pay in the long run.
Example #2: You’ve got a three-month project and must choose the tools that fit that situation. Give your team more specific directions, established checkpoints and defined resources. Make their initial training more focused. Watch them closely and keep reminding them of their challenge, but don’t distract them with irrelevant information or micromanagement. With the right support, expect that they’ll build to an adequate level of performance. They don’t have the time to grow into a world-class model in a few weeks, so don’t encourage them to spend much time on longer-term concerns. Help them confront their urgent task now.



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