The 90-180 Day Window: Transforming Employees Into High-Performance Teams

The 90-180 Day Window: Transforming Employees Into High-Performance Teams

๐–๐ก๐š๐ญ ๐ก๐š๐ฉ๐ฉ๐ž๐ง๐ฌ ๐ญ๐จ ๐ค๐ข๐๐ฌ ๐›๐ž๐ญ๐ฐ๐ž๐ž๐ง ๐š๐ ๐ž๐ฌ 5 ๐š๐ง๐ 15 ๐ข๐ฌ ๐ฐ๐ก๐š๐ญ ๐ก๐š๐ฉ๐ฉ๐ž๐ง๐ฌ ๐ญ๐จ ๐ฒ๐จ๐ฎ๐ซ ๐ž๐ฆ๐ฉ๐ฅ๐จ๐ฒ๐ž๐ž๐ฌ ๐ข๐ง 90โ€“180 ๐๐š๐ฒ๐ฌ.

It’s easy to think that children are the only ones who experience their formative years in five-year increments. But the truth is, employees do too, and it can make all the difference in their performance at work.

We see children asking so many questions all the time at elementary school due to their insatiable curiosity and desire to know everything.

Similarly, your employees are still trying to find out who they are and what they’re good at. The first 90โ€“180 days of employment are when people are either thriving or submitting themselves to the circumstances in the workplace.

They’re figuring out how to work with other people, especially people more tenured than them. And they need guidance, support, and feedback along the wayโ€”just like kids do.

๐€๐ฌ ๐š๐ง ๐ž๐ฑ๐ž๐œ๐ฎ๐ญ๐ข๐ฏ๐ž, ๐ข๐ญ’๐ฌ ๐ฒ๐จ๐ฎ๐ซ ๐ฃ๐จ๐› ๐ญ๐จ ๐ฉ๐ซ๐จ๐ฏ๐ข๐๐ž ๐ญ๐ก๐š๐ญ ๐ ๐ฎ๐ข๐๐š๐ง๐œ๐ž ๐š๐ง๐ ๐ฌ๐ฎ๐ฉ๐ฉ๐จ๐ซ๐ญ ๐ฌ๐จ ๐ญ๐ก๐š๐ญ ๐ฒ๐จ๐ฎ๐ซ ๐ง๐ž๐ฐ ๐ž๐ฆ๐ฉ๐ฅ๐จ๐ฒ๐ž๐ž๐ฌ ๐œ๐š๐ง ๐ญ๐ก๐ซ๐ข๐ฏ๐ž ๐ซ๐ข๐ ๐ก๐ญ ๐š๐ฐ๐š๐ฒ ๐ซ๐š๐ญ๐ก๐ž๐ซ ๐ญ๐ก๐š๐ง ๐ก๐š๐ฏ๐ข๐ง๐  ๐ญ๐จ “๐ ๐ซ๐จ๐ฐ ๐ข๐ง๐ญ๐จ” ๐ญ๐ก๐ž๐ข๐ซ ๐ซ๐จ๐ฅ๐ž๐ฌ ๐จ๐ฏ๐ž๐ซ ๐ญ๐ข๐ฆ๐ž.

You want them to feel comfortable taking risks so that they can learn from their mistakes, and you want them to feel like there’s a clear path for them within your organization so that they know where they’re going and how they’ll get there.

For an executive who is taking on a new role, whether within the same organization or from outside, these requirements are more prominent due to the sheer impact they can have on the entire organization.

Even when people change jobs laterally, the strategy must stay consistent. The extent to which various parameters play important roles may differ.

If you are a C-level executive entering a new team, you want to include your team right away and work toward a strategy. You also want to add clarity to the direction and make sure your team can communicate with you personally.

Your top performers are not just looking for a jobโ€”they’re looking for a career with you. They want to know what’s expected of them and how they can contribute their best work every day. They desire a challenge in their work, but they never want it to be too much. And they want regular feedback from managers who care about their development as professionals and people.

Do you have a 90-180-day plan in place for new employees and new leaders, and how do you monitor and support them?

At ValueInfinity, we believe that performance management and development should be a continuous process for every employee. This means having a clear path for them so they can work together towards common goals, get feedback in near real-time, and make adjustments as needed.

This can only happen when there is clear communication between peers, supervisors, and mentors at all levels of the organization.

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