• What is the relationship between leadership and dependability?

• What is the purpose of the Bases of Competence?


• Bob and Michal established personal connections with the team  

members. By introducing themselves collectively, then with oneon- one sessions with key team leaders, and fi nally with one-on-one  

sessions with each team member, everyone had an opportunity to  

get to know the new leaders and communicate their experiences  

and opinions about the project.  

• Consistently following through on commitments; (established a  

baseline of delivering on commitments ~ the daily “Huddles” were  

a very good means to achieve this), used open communications ,  

establishing stated and public team behaviors (Core Values ) and  

linked these to individual goals and objectives for performance  

management purposes .  

• Removed the client from the immediate team presence; moved  

from integrated to co-located organization. This successful disengagement was an initial “win” by Michal and Bob as it was a demonstration that they had effected a clear change for their team.  

• While the client had established a list of Project Team nonperformers in conjunction with the previous leadership team, Michal and  

Bob insisted on a re-evaluation period during which they reviewed  

individual’s performances based on feedback from the client, relevant Project Team leaders, their one-on-one interviews and direct  

observations. Where appropriate they also assigned perceived nonperformers with individual tasks to assess their level of performance. The Leaders also insisted on implementing formal  

performance improvement protocols in accordance with natural  

justice processes (i.e., identifying performance issue to the individual and agreeing on performance improvement areas and metrics). The end results were that non-performers and core value  

transgressors were removed from the Project Team. Those with  

potential were put on Performance Improvement Plans. Team  

members who were deemed to have been wrongly labeled by the  

client as non-performers were defended, on occasion in public.