Okay, so you have your regular team reviews, you have your regular one on ones. But I also do is a quarterly team review may not be quarterly, you could do it twice a year, once a year for me is not enough. I like quarterly. And what this is, is a regular review of your vision of your mission of your strategy of your yearly goals and of your values as a team. In the same way as you run the process on chapter one, you want to regularly refresh those elements to make sure that they stay current and that they are in the minds of people. So your quarterly review is really a chance for you to make sure that everybody is still on track with your vision that everybody still behaves in the right way.

And also, it's a way for you to adjust your statements your core focuses your priorities based on that what's changing in your environment? Of course, it's also a great way for you to motivate your team. I often combine my quarterly review with some team activities, or I do it upside, you know, if we're based in an office and I can get to affect the manufacturing side of our company, I would do so if I can get to an exciting place that generates creativity and innovation, I will do so. So look for something special. And by the way, you know me by now, I don't just choose as simply as the team, where would you like to do it? Where could we do our quarterly review?

In an environment that encourages us to think outside the box? What would you pick? I get the responses from them. And then all you have to do is make sure that they're all excited about the event. The quarterly review, of course, is also the moment where you're going to review your engagement. You have your tracker with clear actions For some of the questions, if not all, it is your time to take your team out of their environment and reflect of their level of engagement and satisfaction as an employee.

So your quarterly review is really a strategic review where you take your team completely out of the operational world just for a while, and review the fundamentals that drive your team at a deep level. When you've done that, nothing prevents you from sorting out a few operational topics as well. What I'm saying is make sure that you take care of those important pieces. First, the engagement, the team building, the vision, mission and values, your strategies and priorities. When you have done this, focus on your goals, focus on your roles and responsibilities, which is also critical area where people are often passionate, and then peer. And if you want to focus on some operational topics with your teams, you can do some deep dives on on specific issues, specific projects, you have the time you have the space and you have the right people.