1. Each of our team members have the understanding of how to perform their individual roles with technical proficiency, a lack of distractions, and a focus on high quality. | | | | | |
2. Each of our team members are able to work somewhat autonomously without having to rely on micromanagement from the owners. | | | | | |
3. Each of our team members makes it a priority to manage their own personal lives in a way that allows them to fulfill their responsibilities efficiently within their roles at work. | | | | | |
4. Each team member is able to manage their work priorities so that work is properly delivered within the established timeframes, and client deliverables are not missed. | | | | | |
5. Each team member is fully trained on the skills required by their role, and are consistently adding to their skills through new training (at least quarterly). | | | | | |
6. Team members are appropriately interested in the other team members, and show a genuine sign of curiosity towards the overall team. | | | | | |
7. The firm leads the interest in the culture with stated core values that are spoken of often (at least monthly). | | | | | |
8. There are opportunities for the team to share (at least monthly) with each other culturally from a personal perspective so that the team gets to know one another. | | | | | |
9. There is cultural pressure for each team member to show interest in the team since the leaders display expectations that team involvement in the culture is required. | | | | | |
10. The leaders meet with the team privately and confidentially on a regular basis (at least quarterly) to listen to and give feedback on the team’s participation in the culture and their technical proficiency. | | | | | |
11. The leaders of the firm share a vision and direction of the firm (at least annually) so that the team is clear about what direction the firm is headed. | | | | | |
12. The leaders participate in annual strategic planning activities to plan the future initiatives and direction of the firm. | | | | | |
13. The overall team is interested in future growth potential with new niches, new services, new technologies, and other future focused ways to improve the firm. | | | | | |
14. The team shows a willingness and is void of fear to embrace the future growth direction of the owners, without push back. | | | | | |
15. The team was influenced by the future direction of the firm because the leaders shared the future direction initially during the hiring process. | | | | | |
16. The leaders have a documented policy of process creation and how processes are maintained in a workflow software that the team must abide by. | | | | | |
17. The team displays a commitment to work within the processes, software, and calendar based planning required of the firm, without push back. | | | | | |
18. The team are willing to abandon their own methods of working initially upon being hired as they learn how the firm approaches technical service work. | | | | | |
19. The team has opportunities to offer improvements and suggestions on the firm’s methodologies of work, process creation, and choices of software. | | | | | |
20. The leaders show the team how to collaborate with one another on improving the processes and systems of the firm. | | | | | |