- A description of the results required. These are known as "output measures"

Process and output measures for individual team members could include . . .

Behaviours (process) - whether or how well the team member:

- cooperates with team members o shares experiences with other team members

- proposes solutions to team problems

- communicates ideas during meetings

- participates in the team's decision-making processes

- steps in to help others in times of pressure or stress

Results (outputs) - for example, the team member's:

- quality of his/her written report of team results

- turnaround time for the individual's product / service (or contribution to product / service) needed by the team

- accuracy of the advice supplied to the team

- status of his / her service levels

Process and output measures for the team could include . . .

Behaviours (process) - whether or how well the team:

- runs effective meetings

- communicates well as a group

- allows all opinions to be heard

- comes to consensus on decisions

- shares the leadership as needed

- regularly evaluates the effectiveness of their meetings (process, not content)

Results (outputs) - for example:

- the customer (or other stakeholder) satisfaction rate with the team's product / service

- the percentage decline of team backlog items

- the cycle time for the team's entire work processes

In summary, performance measures need to be set for each team member and for the team as a whole. They should include both behaviours and results.

Here's an example of the areas where one manager set performance expectations for his team member:

- Function management (individual target)

- Project completion (individual target)

- Team collaboration (contribution to team)

- Knowledge development (individual target and contribution to team)

- Participation in maintaining team performance (contribution to team)

Each of these then had specific targets set (quantity, quality, time, cost) and were also given a ranking so that the team member knew the relative importance of each.

In the case of team performance standards, it is imperative to have the team come together to develop these. You can do this through running a team session to set the performance expectations. Here's a process that can assist.

Have each team member answer the following questions before the meeting and bring their answers to the meeting:

1. My team is made up of the following people . . .

2. The aim of my team is to . . .

3. We do this by . . .

4. The challenges we face are . . .

5. I would rate the current performance of my team as "successful", "somewhat successful" "less than successful" because . . .

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