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Jumpstarting a Team with Tactical Capacity
The WICT Leadership Conference has been created to help the multi-dimensional leaders needed today to thrive in the industry. In George Bradt’s Jumpstarting A Team session, you will learn how to jumpstart or restart a high performing team so it can deliver better results faster. Building off the concepts in The New Leader’s 100-Day Action Plan, the session lays out a set of practical tools usable by new leaders at any level.
The WICT Leadership Conference has been created to help the multi-dimensional leaders needed today to thrive in the industry. In George Bradt’s Jumpstarting A Team session, you will learn how to jumpstart or restart a high performing team so it can deliver better results faster. Building off the concepts in The New Leader’s 100-Day Action Plan, the session lays out a set of practical tools usable by new leaders at any level. All attendees at the WICT Leadership Conference will receive a copy of The New Leader's 100-Day Action Plan.
For a preview of what you'll hear from George at the WICT Leadership Conference, read on...
Jumpstarting a Team with Tactical Capacity
In times when new teams must deliver superior results almost immediately, the faster a leader can instill Tactical Capacity, the better. Tactical Capacity is a team’s ability to work under difficult, changing conditions and translate strategies into actions decisively, rapidly and effectively. In contrast to other work groups that move slowly, with most direction and decision-making coming from the leader, high performing teams with Tactical Capacity empower each member to come up with and quickly implement critical solutions to the inevitable problems that arise on an on-going basis. Most importantly, these teams deliver superior results faster.
You can jumpstart Tactical Capacity by quickly aligning a team’s people, plans and practices around a shared purpose. Do this by deploying five core tools: communication, shared imperative, milestones, early wins and roles sorts.
Communication – Deploy a complete communication campaign. Because everything communicates, the other tools are all components of your communication campaign. Plan and implement your campaign all the way from pre-start preparation and planning to seeding, launching, cascading, celebrating, reinforcing and institutionalizing core messages over time.
Imperative – Start by “getting everyone on the same page” with a shared clarity around mission, vision and priorities.
Mission: What the team is supposed to do. Why the team exists in the first place.
Vision: What things will look like when the team accomplishes its mission.
Priorities: Broad corridors of how the team will get there.
The more clarity around these corridors you can drive, the more empowered each team member will be to innovate within the corridors.
Milestones – Put in place a disciplined executional practice that enables the team to monitor progress on key initiatives and anticipate and head off potential issues as a team. Do this by running milestone meetings where team members surface potential issues and then create solutions as a team.
Early Wins – Focus resources against a very few initiatives first to deliver them much faster than normal, creating early wins. These serve as examples for others to follow, giving the team confidence in itself and in its leadership and building momentum.
Role Sorts – Get the right people in the right roles with the right support as soon as practical. Do this by crossing people’s current performance with the match between role requirements and their strengths, motivation and fit. The implications are:
Good match, high performance: Support and develop in place
Good match, low performance: Invest to improve performance
Bad match, high performance: Evolve to better role over time
Bad match, low performance: Shift to better role now
Once these basics are in place, follow-through to institutionalize the new culture of a team with Tactical Capacity that accepts nothing less than superior results faster.
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