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Exit Survey
 
 
Hi Team!

We've reached the halfway point for this fiscal year, and it seemed a good time to revisit and evaluate the DRW workplan and corresponding team meeting structure.

After a brief discussion in today's team meeting (sorry to those not in attendance) it came up that we needed to get some more feedback from the team, and then revisit this in January.

The main outcome of the discussion was that we are focused on a lot of things that while they may be good to pursue, are perhaps not as targeted toward moving the work forward to solve our one or two biggest problems that we're facing as a team.

Another item noted (thanks to Jee) was that with the demanding travel schedules that are starting up in January, we may not all be in the same place on Wednesdays to even hold formal meetings. We will need to be flexible.

Please take time to think about this, and if you can get responses back to me by January 2 I will have time to prepare for our January 16 meeting.

It may help to have the workplan and schedule of meetings with you (sent in the email!)

Thanks,
Cristin
 
 
 
Who are you?
 
 
 
What do you feel is the NUMBER ONE, most pressing problem facing DRW, which we will need to resolve (or make significant progress on) by June 2013?
   
 
 
 
What do you feel is the SECOND most pressing problem facing DRW, which we will need to resolve (or make significant progress on) by June 2013?
   
 
 
 
Based on your two pressing problems, which elements of our work plan do you think we should maintain and continue actively working on?
 
Build a collaborative DRW team structure
 
Define, align and document our service area collateral
 
Create collateral to support a strong, sales/marketing strategy
 
Put in place a talent mgmt plan to support Bus. Plan
 
Implement systems to comm. and collab. w/internal customers
 
Raise visibility of Pivot as key ed reform partner
 
Define annual project evaluation process
 
Be successful at delivering programs and building capacity
 
Est. Pivot as a national service provider
 
Meet or exceed team revenue goals for FY13.

 
 
 
Based on your two pressing problems, which elements of our work plan do you think we should keep but only as a passive goal?
(as in we are or can likely pursue through work we already do anyway)
 
Build a collaborative DRW team structure
 
Define, align and document our service area collateral
 
Create collateral to support a strong, sales/marketing strategy
 
Put in place a talent mgmt plan to support Bus. Plan
 
Implement systems to comm. and collab. w/internal customers
 
Raise visibility of Pivot as key ed reform partner
 
Define annual project evaluation process
 
Be successful at delivering programs and building capacity
 
Est. Pivot as a national service provider
 
Meet or exceed team revenue goals for FY13.

 
 
 
One hypothesis is that we should focus on deliverables--and there are many common deliverables we've identified already. Which of these do you feel would help to solve your two pressing problems? (select as many as you see fit, but no that we are trying to find focus here and narrow our scope)
 
Team Charter
 
Team Norms
 
DRW nomenclature
 
Feedback Protocol
 
Templates for documenting materials (prog dev)
 
Centralized location for DRW collateral
 
DRW Brand Handbook
 
DRW Elevator Pitch
 
Template for forecasting staff and practice area growth
 
Content for website recruitment
 
Quick Check for Meetings and Working Together
 
Process and tools for cross-training
 
Project post-mortem process
 
Blogs
 
Conference attendance
 
Project Evaluation Process and Tools
 
Other
 

 
 
 
We have 9 team meetings and 2 retreats currently scheduled from January - June. This means we have a total of 22.75 hours to work together, as a team to solve our pressing problems. Given those parameters. What is your proposition for how to best structure the time?

Select one of the following options, or write your own. (these are very rough, but I wanted to get some ideas out there--feel free to send me longer ideas!)
 
Restructure as work time, with one deliverable (or piece) due at the end of the meeting. Share with Team. Approve at the next meeting.
 
Narrow to two main goals and tailor meetings to those goals, with goal leaders and a team for each. Much work may still take place outside meetings.
 
Continue as we are, with a strong focus on sharing ideas and collaborating, but without hard outcomes or deliverables.
 
Cut the number of team mtgs way down, and create working groups, responsible for bringing completed draft deliverables to the whole team at mtgs.
 
Refocus meetings into two buckets--strategy and utility. One meeting we work on a deliverable. The next meeting we focus on strategy to use it.
 
Other