Team Leadership
Reference Guide
August, 2016
Table of Contents
Forward...... iv
Quick References...... v
Team Lead Checklist...... vi
Introduction
Representing Rocky Mountain Performance Excellence
Role of the Team Leader
Tips for Leading Your Team to Peak Performance
Focus on Results and Productivity
Align People With the Criteria Areas Team Members Know the Best
Align People with the Criteria Area in which they are Passionate
Put your Best Performers on your Biggest Opportunities
Establish a Realistic Evaluation Schedule
Trust Your Team Members – And Let Them Know It
Avoid Blame
Do Not Provide all the Answers – Help Your Team Members Think
Build Consensus by Letting People Participate and Know ‘Why’
Working with the Applicant
Application Issues
Site Visit Dates
Hotel and Meeting Arrangements
Site Visit Schedule
Results Updates (Peak Applications Only)
Establishing Teams and Accomodating Changes
Team Size
Team Composition
Industry Orientation
STEP 1: Team Organization
Get to Know Your Team
Develop Initial Evaluation Schedule
Prepare Initial Item Lead and Backup Assignments
Understanding Your Team Member Strengths and Preferences
Aligning and Mentoring Team Members
Making Assignments
Conduct ‘Team Organization’ Conference Call
STEP 2: Key Factor Development
Team Members Develop Key Factor List
Consolidation of Key Factor List
Review Consolidated Key Factor List
Conduct ‘Key Factor Consolidation / Finalization’ Conference Call
STEP 3: Independent Review
Independent Review
Independent Review Assistance
Scorebook Navigator
Conduct ‘End of Independent Review’ Conference Call
STEP 4: Comment Writing
Second Training Day
Comment Writing
Key Theme Development
STEP 5: Consensus
Preparation Responsibilities
Consensus Meeting Goals
STEP 6: Site Visit
Prepare for Site Visit
Plan a Complete Schedule
Interview Order
Interview Session Purpose
Pairing Team Members
Caucus and Walk-Around Time
Results Chart Updates
Hotel and Other Site Visit Arrangements
Site Visit Planning Call with Applicant Contact
Pre-Site Visit Conference Call
Review of Site Visit Schedule
Key Leader and Manager List
Document Request List
Interview Session Questions; Develop Site Visit Issue Worksheets
Site Visit Issue List
Walk Around Questions
Key Themes Draft
Consensus Comment Development Assistance
Other Issues
Conduct Site Visit
Ground Rules and Behaviors
Site Visit Dos and Don’ts
Sunday Team Meeting
Opening / In-Brief Meeting Presentation
Schedule and Time Management
Monitoring the Site Visit Issue List
Best Practices
Finalizing Scorebook Comments
Key Themes
Returning All Documents
Site Visit Summation / Out-Brief Meeting Presentation
STEP 7: Support to the Judges
Significant Scoring Changes
Scorebook Discrepancies
Scorebook / Application Explanations
Team Leadership Call with Judges
STEP 8: Post Feedback Report Consultation Visit
Attachments – Forms, Templates and Worksheets
Attachment 1:Team Member Information and Item Preference Template
Attachment 2:Evaluation Schedule Template
Attachment 3:Team Member Category Lead and Backup Responsibility Matrix Template
Attachment 4:Conference Call Sample Agendas
Attachment 5:Site Visit Samples, Templates and Worksheets
List of Exhibits
Exhibit 1RMPEx Guidelines for Establishing Evaluation Teams...... 5
Exhibit 2Sample Team Member Information and Item
Preference Questionnaire...... 6
Exhibit 3Sample Team Member Category Assignment Matrix...... 8
Exhibit 4Common Process to Results Linkage for Peak Application Team Assignments. 9
Exhibit 5Pros / Cons of Announcing Assignments Before or After the
Independent Review...... 9
Exhibit 6Sample Detailed Site Visit Schedule identifying Interviewees,
Interviewers, Scribes, and Time Blocks...... 19
Exhibit 7Sample of a Key Site Visit Issues List Designed to Keep
Track of progress During the Site Visit...... 20
Forward
As the leader of aRMPEx evaluation team, the quality of the evaluation and feedback rendered by your team depends on how well the team members perform individually and collectively. It cannot be overstated how important your leadership role is for a constructive and valuable feedback report from your team – one that will assist your applicant’s performance improvement.
TheRMPEx Team Leadership Reference Guide is an in-depth reference to the multiple issues a team leader might face to manage an examining team and optimize their experience as aRMPEx examiner. The tools in this guide are needed to complete a successful feedback report. The RMPEx Team Leadership Reference Guide is provided for the following purposes:
- To provide an understanding of the RMPEx team leadership process;
- To provide an overview of the roles and responsibilities of a RMPExTeam Leader;
- To provide useful tips on leading a successful team, enhancing the ability to coach and support new examiners and give them the best experience possible;
- To share opportunities to improve Team Leader effectiveness in the RMPEx performance assessment process;
- To provide reference material and examples of reports or forms that may support Team Leaders in managing the evaluation process and preparing their teams; and
- To give the best performance evaluation feedback to the applicant so that the organization will use the information to improve its operations and achieve greater market success.
The INTRODUCTION provides useful information and tips for leading your Team to Performance Excellence, the role of the Team Leader, and working with the Applicant.
Following the INTRODUCTION, the Guide is aligned withthe primary steps of the evaluation process:
STEP 1: Team Organization
STEP 2: Key Factor Development
STEP 3: Independent Review
STEP 4: Comment Writing
STEP 5: Consensus
STEP 6: Site Visit and Final Report Development
STEP 7: Support to the Judges
STEP 8: Post Feedback Report Consultation Visit
Lastly, attached to this document are EXAMPLE Forms, Templates and Worksheets that are used during the evaluation process.
Quick References
Jim Walker / Phone:970 532 5191 (home) 970 222 8445 (cell)Email:
RMPEx Web Site /
Scorebook Navigator Web Site /
Site Visit In-Briefing Template / RMPEx web site Volunteers Examiners Team Lead Processes and Tools
Site Visit Summation / Out-Briefing Template / RMPEx web site Volunteers Examiners Team Lead Processes and Tools
Team Lead Checklist
/ Due Date / Actions / Guide Page / NotesReview Team Lead Guide Introduction / 1
Contact Team Members / 6
Identify Assistant Team Lead, if appropriate / 6
Develop Initial Evaluation Schedule / 7
Create preliminary Item Assignments / 8
Team Organization Conference Call; introductions, expectations, overall schedule / 11
Team Develops Key Factor List / 11
Monitor Key Factors List development progress; provide feedback
Assign or complete Key Factor Consolidation (SN Step2) / 12
Contact Applicant - Introduce yourself; discuss site visit times / 4
Key Factor Consolidation Conference Call (optional or provide KF list) / 12
Team Performs Independent Review (SN Step 3) / 13
Monitor Team Performance; provide feedback.
Contact Applicant; Finalize Site Visit Dates / 4
Coordinate Arrangements / Schedule for Training Day 2 / 15
End of Independent Review Conference Call. / 14
Move Team into Scorebook Navigator Stage 2 – Consensus (SN Step 4)
Day 2 Team Training Day / 15
Team Performs Stage 2 Consensus (Comment Writing)
Contact Applicant; Send detailed Site Visit Schedule Draft, and Staff for Interviews (minimum three weeks prior to Site Visit) Confirm hotel arrangements / 18
Monitor Team Performance; provide feedback, draft/send Document Request List.
Consensus Team Meeting / 15
Export Pre-Site Visit Scorebook for Judge’s review
Pre Site Visit Conference Call / 19
Conduct Site Visit / 21
Judges Call with Team Leader / 27
Post Feedback Report Consultation Visit / 28
RMPEx Team Leadership Guide | Quick References / 1
Introduction
Representing Rocky Mountain Performance Excellence
Your team contributessignificantly to the overall mission of RMPEx by serving as professional representatives for the program. Some guidelines on which your team members should be reminded:
- Focus on the RMPEx Program as an educational program for achieving performance excellence.
- Uphold the need to maintain confidentiality (especially applications and scorebooks), the appropriate use of examiner status, and the appropriate use of the RMPEx logo.
- Communicate any significant issues, controversies, or changes that could impact RMPEx.
- Participate as a good team member, striving to achieve quality in your evaluation work and to support team members in order to achieve the best possible feedback report and experience for the applicant.
Role of the Team Leader
The Team Leader guides the Team through the evaluation process, providing feedback and help to examiners along the way. The Team Leader also coordinates site visit activities with the Applicant.
Key activities accomplished by the Team Lead (or Assistant Team Lead) include:
- Establishing(and updating, as necessary) evaluation schedule.
- Coordinating team conference calls and meetings; preparation and dissemination of meeting agendas.
- Assigningcategory leads and back-ups.
- Merging Key Factors into the Consolidated Key Factors List.
- Reviewing and monitoring Team Member progress in Scorebook Navigator (SN).
- Providingfeedback to team members during each step of the assessment.
- Serving as facilitator for the Consensus meeting; acting as the Criteria “cop,” Key Factor “cop,” Key Themes owner, or applicant champion during the Consensus meeting.
- Reviewing and organizing the issues documented on Site Visit Issue List.
- Coordinating Site Visit activities with the Applicant.
- Preparing Site Visit document and Key Leader list.
- ConductingSite Visit opening and closing summation presentations.
- Managing the flow and completion of work during the site visit.
- Maintaining positive control of Applicant-provided documents during the Site Visit.
- Assuming responsibility for Category 7 to ensure that all measurement data is reviewed, understood, obtained, and commented on in the final feedback report.
- Serving as final editor of theFeedback reportand being accountable for the accuracy of the final Site Visit scorebook.
- Representing the Team as a resource to RMPEx judges on final scorebook issues and questions.
- Participating in post feedback report conference with Applicant, if requested.
Tips for Leading Your Team to Peak Performance
As the Team Lead, your team looks to you for organization, direction, and, most importantly, feedback. The following tips (lessons learned) have been compiled to help you avoid and/or overcome some of the perils of leadership.
Focus on Results and Productivity
Set clear goals and timelines in the evaluation schedule. Ensure that goals and timelines are clearly understood. Emphasize that to ensure an efficient use of time, team members need to show up on time and be available for team calls and meetings. Once these ground rules are established, let team members manage their own time. If you have a team member who is not performing, consider increased monitoring and frequent check-ins, give greater support such as suggestions for looking at case studies to improve performance, or consider whether the team member should remain on the team.
Align People With the Criteria Areas Team Members Know the Best
Ensure you have the right team members in the right seats. While the “right fit” is important in all Categories, pay particular attention to Category 1 and consider leading it yourself. Evaluate the talents you have on the team and align responsibilities.Match those talents appropriately and the overall feedback to the applicant will be improved. Do your best to avoid overlaps of authority.
Align People with the Criteria Areas in which Team Members are Passionate
Another part of getting team members in the right seats is finding what they are genuinely passionate about and seeing if they are ways to align them with responsibilities that let them channel some of that passion. Occasionally, that can mean putting a team member in an area where they donot have much experience. If their previous RMPEx work indicates that they can succeed in that role, it is usually worth it because their passion will fuel a strong desire to learn and give the best possible evaluation.
Put your Best Performers on your Biggest Opportunities
When you feel that the applicant has a key area where feedback could propel the organization forward, step back and think about who is the best person to lead the charge. In addition to finding someone who has the talent for the work involved or who has a passion for the subject matter, you may need to support the assigned team member personally or with another team member. You should always put your best performers on your biggest opportunities.
Establish a Realistic Evaluation Schedule
Create a culture of performance by establishing a realistic schedule and holding the team members accountable for their progress. The schedule should not be so aggressive that your team members quickly fall behind or feel like they can never realistically achieve their responsibilities. Regularly check in with the team to make sure progress is being made so any team member difficulties can be identified and solutions found to assist the team member and maintain the team schedule. This includes use of the Scorebook Navigator for time tracking and team member follow-up if deadlines are not being met.
Trust Your Team Members – And Let Them Know It
Knowledge workers typically have jobs that require creative solutions and decision-making. They need to stay sharp mentally to achieve top performance. The onus is on leadership to create an atmosphere that fosters and encourages that kind of creativity. One of the best things you can do is to let your team members know that you trust them and that you have faith in their ability to do the job, provide good feedback, and/or meet the deadline.
Avoid Blame
There are going to be times when team members do not perform as expected, and there will be things that simply do not pan out the way you had hoped. Remember that this is a highly intellectual challenge and it is likely that errors will be made, and should be dealt with privately. If necessary, inform the examiner clearly about your expectations. Donot publicly blame individuals – directly or indirectly– in meetings or team emails. If you do, you risk creating an atmosphere in which people are so afraid to make mistakes that they donot spend the time doing the proactive and creative work necessary to avoid future problems.
Do Not Provide all the Answers – Help Your Team Members Think
While you are the leader, you don’t have a monopoly on all the good ideas. If your team members, especially new examiners, are hesitant to make decisions without asking your opinion first, you may not have properly empowered them or they may lack the confidence to proceed independently. We are asking a lot of new examiner and at times they may need additional direction and clarification from the team leader. The important thing is that a learning environment is created, rather than examiners being ‘paralyzed’ in fear of the process. Support new examiners by answering their questions and objectively provide guidance. If a pattern of ‘Ask First’ emerges, push the ball back into their court and ask them, “What do you think?” They might be surprised at first, however after you do that several times, they will, over time, be better prepared to discuss the matter and make a recommendation. That’s a good thing, as the more they understand the Criteria and application the better the evaluation and feedback will be. You need their opinions. You also need them to make some of their own decisions in order to fully participate during consensus.
Build Consensus by Letting People Participate and Know ‘Why’
One of your key leadership responsibilities is building consensus. For issues that rely on the team consensus and commitment, involve the whole team in the decision-making process. Strive for each team member to feel ownership of the final decision, solution, or idea. The more team members feel this way, the more likely they are to agree with and support the decision. Discuss the rationale, and allow all opinions to be expressed.
Working with the Applicant
Developing a good working relationship with the Applicant will enable your team to conduct a more efficient and effective site visit, which will improve the quality of your team’s feedback report. Contact the Applicant’s representative [identified in the Applicant’s Intent to Apply as the Applicant Contact Point] at the beginning of the evaluation process; develop a working relationship by reaffirming the purposes and importance of the RMPEx team’s evaluation, the overall evaluation schedule, and the site visit.
The applicant’s contact will help you with the following activities during the evaluation process: