Re-Assessment
Re-thinking the vision and looking over notes from interviews with the team, you realize there is a pattern of concerns with in-equal workload balance in general and holiday coverage in particular.
Having no contracting workflow tool, some team members feel they regularly are assigned more deals than others. Plus, when it is time for holiday coverage, each team member will have to forward all relevant drafts to the colleague covering the deal while the first team member is on holiday—and similarly the colleague will have to return all updated drafts when the holiday is over. In both instances, there is room for error. Follow-up calls to locate missing drafts or legacy documents during holiday are more the rule than the exception. If all current drafts and executed documents were available in a centralized system, holiday coverage will be a smoother process. Not to mention sudden absence due to sickness or other abruptions, in which all team members will benefit from relying less on the individual team members' hard drives.You decide to include fair workflow assignment and improved deal coverage during holiday and sickness as vision items benefiting the team members.
Regarding dissatisfaction and first steps, your creative resource conversations have led you to the conclusion that it is better to enforce the Sharepoint upload until the new contracts workflow and repository solution is in place. It is better to take the pain now and have a central collection of executed documents that can be transferred to the new repository in an automated fashion (batch upload or similar), than to let things slide and try to convince the team to dig out old documents from their hard drives when the new system is available. Furthermore, you are pretty sure that the team members will welcome the move from a rudimentary Sharepoint solution to the sleeker, new system, adding weight to the VDF side of the equation in Gleicher's formula.
Your creative resource did not ask you to revisit the resistance items, but when looking over you think there is actually room to reduce some of the concerns by reducing the uncertainty about the use of the data in productivity assessment of the team. You work swiftly with Legal Management to create a framework for which data points the Deal Performance system will report, and how the data will be used in performance assessment. Several team members are positive about the increased clarity, and some are looking forward to objective data points showing how hard they work and their value add. Overall, you are convinced that the sum of resistance items has reduced, and that the increase in vision, dissatisfaction and first steps
Fig. 3 An illustration of final assessment, including first steps and resistance mitigation
items will be sufficient to tip the scale. You’re ready to begin project Deal Performance (Fig. 3).
5