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ManagingYour Team 149

ble, have others in your team or department go through the
exercise as well. Try to identify a few reward mechanisms
that are most powerful. If you are in a position to do so,
consider whether you can request more resources to ensure
that the most powerful mechanisms stay in place.
• Develop a social plan for your team or department. Use the

advice in the Implementation Guidance of this section as a
starting point. It may be helpful to include others in the
planning process. Focus on identifying the types of activi-
ties and timing that would be most appropriate for your
organization. Include as many details as possible, and refer
to this plan as you launch your program.
DEVELOPMENTTEAMFLY

We believe that to be satisfying, a job should provide ample oppor-

tunities for the employee to develop. This development comes not
only from experience but also via a process of objective setting,
performance assessment, and feedback that helps the employee to
meet both her career goals and the objectives of the organization.
The original outline of this book—our initial hypotheses, if you
will—did not have a development section. After reviewing our
alumni interview notes, however, the topic surfaced as one of the

most important lessons that alumni took with them—and one they
are actively implementing in their new organizations. By the end of
this section, we hope that you will realize that one of the most
important responsibilities you have in managing teams is ensuring
the individual development of team members.

®
Team-Fly