First 90 Days

I. Promote Yourself A. What has made you successful in the past? Hard work. Care for others. Organization. Determination. Desire to succeed. Goal setting. Not settling. Continuous learning. Can you succeed relying solely on your strengths? No. I need to develop areas which are my weaknesses. uch as communicating with people. !or e"ample# I care for people# $ut sometimes may not communicate that so clearly $ecause I am a private person. What are the critical areas that need to be developed? %etter communication. Clear communication. !ocus on one thing at a time. I like to work on several things at a time to challenge myself and to keep me interested. &his may not $e so efficient. B. Are there aspects to your job that are critical to success but that you prefer not to focus on? &his will $e determined once I start the 'o$. (ight now I am eager to start the position $ecause I feel it is an e"citing opportunity. Why is that the case? How will you compensate for potential blindspots? Determine where are my $lindspots and $ring them to a clear viewing point. !or e"ample# if there is gossip or rumors and I don)t like to deal with it# $ut instead allow it to continue# then it can cause moral issues. o I need to head it off *uickly with possi$ly a meeting with managers or employees. omehow I need to $ring things out in the open to s*uash all the +talk,. C. What do you need to do to ensure that you make the mental leap into the new position? %egin $y outlining goals for the first -. days. pend time reading leadership development $ooks. !ind your strengths/ weaknesses. 0eet with future mentors such as 1im and 1ack !. Network. 0aintain constant contact with G0. From whom might you seek counsel and advice on this? 0entors. G0. !ind other leaders who have succeeded to discuss how they were successful 2 e"ample# my dad. What other activities might help you with this? 3rite down my thoughts. Go over in my mind what my vision and goals are with Dish Network. Discuss my thoughts with Naomi. 4sk for feed$ack. II. Accelerate Your Learning A. Are you effective at learning about new organizations? 5es# I normally dig into past history# how the organization is structured# chain of command# what it is I will $e doing and how it will affect others around me# etc.

o you sometimes fall prey to the action imperative? If the situation calls for *uick action# then I think I am a$le to spot some areas that need work and make the call. However# I prefer to assess the situation and gather information first so that I can make a calculated# strategical decision# rather than shooting from the hip. !o coming in with "the answer#? No# this is not my management style. I like to learn through o$servation first $efore coming up with an +answer,. B. What is your learning agenda? 6. Gather information 7. 4nalyze Data 8. Hypothesize a$out what is going on 9. &est Hypothesis $ased on what you know now% compose a list of &uestions to guide your early in&uiry' (f you have begun to form hypotheses about what is going on% what are they and how will you test them? Learning Agenda
:uestions a$out the past ;erformance How has this facility performed in the past< How do people in the facility think it has performed< ame *uestion for G0 area and (D area. How were goals set< 3ere they insufficiently or overly am$itious< 3ere internal or e"ternal $enchmarks used< 3hat measures were employed< 3hat $ehaviors did they encourage and discourage< 3hat happened if goals were not met< (oot Causes If performance has $een good# why has that $een the case< 3hat have $een the relative contri$utions of the organization)s strategy# its structure# its technical capa$ilities# its culture# and its politics< If performance has $een poor# why has that $een the case< Do the primary issues reside in the organization)s strategy< Its structure< Its technical capa$ilities< Its culture< Its politics< History of Change 3hat efforts have $een made to change the organization< 3hat happened< 3ho has $een instrumental in shaping this organization< :uestions a$out the present =ision > trategy 3hat is the stated vision and strategy of the organization< Of the G0s territory< (Ds territory< hould all $e the same. Is it really pursuing that strategy< If not# why not< If so# is the strategy going to take the organization where it needs to go< ;eople 3ho is capa$le and who is not< 3ho can $e trusted and who cannot< 3ho has influence and why<

;rocesses 3hat are the key processes of the organization< 4re they performing accepta$ly in terms of *uality# relia$ility# and timeliness< If not# why not< ?and 0ines 3hat lurking surprises could detonate and push you off track< 3hat potentially damaging culture or political missteps must you avoid making< @arly 3ins In what areas Apeople# relationships# processes# or productsB can you achieve some early wins< :uestions a$out the future Challenges > Opportunities In what areas is the $usiness most likely to face stiff challenges in the coming year< 3hat can $e done now to prepare for them< 3hat are the most promising une"ploited opportunities< 3hat would need to happen to realize their potential< %arriers > (esources 3hat are the most formida$le $arriers to making needed changes< 4re they technical< Cultural< ;olitical< 4re there islands of e"cellence or other highC*uality resources that you can leverage< 3hat new capa$ilities need to $e developed or ac*uired< Culture 3hich elements of the culture should $e preserved< 3hich elements need to change< :uestions specific to Direct (eports 3hat are the $iggest challenges the organization is facing Aor will faceB in the near future< 3hy is the organization facing Aor going to faceB these challenges< 3hat are the most promising une"ploited opportunities for growth< 3hat would need to happen for the organization to e"ploit the potential of these opportunities< If you were me# what would you focus attention on<

C. )iven the &uestions you want to answer% which individuals are most likely to provide you with solid actionable insight? !ormer Installation 0gr# G0# Current G0# ! 0# &echnicians# 4dmin H(# ;ossi$ly ales reps or 4rea 0grs AAsk them what our customers want that they are not getting from us or competitors?B# 3arehouse upervisor Customer !eed$ack Alook for past commentsB D. How might you increase the efficiency of your learning process? !ace to face with former G0. !ace to face/ phone call with former I0. !ace to face with $oss. 0eet with e"perienced I0)s in the same area.

it down with current ! 0 who has $een with facility. ;ossi$ly sit down with e"perience techs 2 this will $e 'udgment call. ;hone call with H(. !ace to face with 4rea 0grs and 3arehouse upervisor. (ead customer feed$ack Awhat they liked/ dislikedB What are some ways you might e*tract more actionable insights for your investment of time and energy? Group meetings. E. What is your learning plan? tructured 0ethods of ?earning 6. Organizational Climate / @mployee urveys 2 Helpful in determining the morale of the employees. 4reas for improvement and areas for sustainment. 7. tructured Interviews with + lices, of the Dnit 2 Dseful if Dnit e"periencing significant pro$lems. ee how people react to same interview *uestions. 3hat perceptions are shared or are different concerning the organization and any current issues. 8. !ocus Groups 2 ;ick a pro'ect/ pro$lem to focus on. O$serve how team interacts. 3ho are leaders# who is distant# who is contri$uting# etc 9. ;rocess 4nalysis 2 elect a process that needs in improvement and set up a time study/ work process study to determine $ottlenecks and/or pro$lems. hows how people think. 3ho is creative. 3ho is thorough and does the due diligence. E. ;ilot ;ro'ects 2 mall pro'ects to test an idea for process improvement. hows how people work together. 3ho are leaders and who are team players. Learning Plan %efore @ntry (ead whatever you can find a$out the organizations strategy# structure# performance# and people ?ook for e"ternal assessments of the performance of the organization. 5ou will learn how knowledgea$le# fairly un$iased people view the organization. If you are a manger at a lower level# talk to people who deal with your new group as suppliers or customers. !ind e"ternal o$servers who know the organization well# including former employees# recent retirees# and people who have transacted $usiness with the organization. 4sk these people openCended *uestions a$out the organization)s history# politics# and culture. &alk with your predecessor if possi$le. &alk to your new $oss 4s you $egin to learn a$out the organization# write down your first impressions and eventually some hypotheses Compile an initial set of *uestions to guide your structured in*uiry once you arrive. oon 4fter @ntry (eview detailed operating plans# performance data# and personnel data 0eet oneConCone with your direct reports and ask them the *uestions you compiled. 5ou will learn a$out convergent and divergent views and a$out them as people. 4ssess how things are going at key interfaces from the inside. 5ou will hear how salespeople# purchasing agents# customer service representatives# and others perceive your organization)s dealings with e"ternal constituencies. 5ou will also learn a$out pro$lems they see that others do not.

 &est strategic alignment from the top down. 4sk people at the top what the company)s vision and strategy are. &hen see how far down into the organizational hierarchy those $eliefs penetrate. 5ou will learn how well the previous leader drove vision and strategy down through the organization. &est awareness of challenges and opportunities from the $ottom up. tart $y asking frontline people how they view the company)s challenges and opportunities. &hen work your way up. 5ou will learn how well the people at the top check the pulse of the organization. Dpdate your *uestions and hypothesis. 0eet with your $oss to discuss your hypotheses and findings. %y the @nd of the !irst 0onth Gather your team to feed $ack your preliminary findings. 5ou will elicit confirmations and challenges of your assessments# and will learn more a$out the group and its dynamics. Now analyze key interfaces from outside in. 5ou will learn how people on the outside Asuppliers# customers# distri$utors# and othersB perceive your organization and its strengths and weaknesses. 4nalyze a couple of key processes. Convene representatives of the responsi$le groups to map out and evaluate the processes you selected. 5ou will learn a$out productivity# *uality# and relia$ility. 0eet with key integrators. 5ou will learn how thins work at interfaces among functional areas within the company. 3hat pro$lems do they perceive that others do not< eek out the natural historians. &hey can fill you in on the history# culture# and politics of the organization# and they are also potential allies and influencers. Dpdate your *uestions and hypotheses. 0eet with your $oss again to discuss your o$servations. F. What is the culture? ym$ols 2 4re there logos and styles of dress. Norms 2 socials rules that guide the +right $ehavior,. 3hat $ehavior receives reward and punishment< 4ssumptions 2 unarticulated $eliefs that pervade and underpin social systems. 3hat truths does everyone take for granted< How do people interact with one another< Is there a social structure< 4re people most concerned with individual achievement or team achievement< ?aidC$ack or hard working< Casual or formal work environment< +ower and ,alue are key assumptions. 3ho do people think have ;ower and who do people look to as the go to guy or the +smart, guy< 3hat values do employees hold and would $e reluctant to change< III. Matc !trategy to !ituation A. Which of the - .!a/. situations are you facing 0 .tart12p% !urnaround% /ealignment% .ustaining .uccess? ;ro$a$ly ustaining uccess although there has $een some restructuring in the organization to provide more leadership and oversight.

B. What are the implications for the challenges and opportunities you are likely to confront and for how you should approach accelerating your transition? ustaining Challenges 2 A6B playing good defense $y avoiding decisions that cause pro$lems A7B living in the shadow of a revered leader in dealing with the team he or she created A8B finding ways to take the $usiness to the ne"t level. ustaining Opportunities 2 A6B trong team may already $e in place A7B people are motivated to succeed A8B foundations for continued success Asuch as product pipelineB may $e in place. (ealignment Challenges 2 A6B dealing with deeply ingrained cultural norms that no longer contri$ute to high performance A7B convincing employees that change is necessary A8B restructuring the top team and refocusing the organization (ealignment Opportunities 2 A6B the organization has significant pockets of strength A7B people want to continue to see themselves as successful tartCups and &urnarounds re*uire +hunters, which are people who take chances and move fast. 4ct *uickly and move decisively often without complete information ustaining uccess and (ealignment re*uire +farmers, which are people who understand the culture and politics of the organization. &hey maintain great relations and introduce change without distur$ing those whom the change affects 2 like feeding a $a$y medicine without the $a$y knowing it. C. What are the implications for your learning agenda? o you really need to understand the technical side of the business% or is it critical that you understand culture and politics as well? %ecause this is a ustaining and/or (ealignment situation I will spend more time learning a$out the culture/ politics of the ?acey facility and how $est to work with my direct reports and employees. Dnderstand what is the $est way to $uild a cohesive team that is effective and efficient. Dnderstanding the technical aspects will $e important in gaining the respect of my employees and also to $e a$le to answer customer *uestions. ?ack of technical skill can cause failure on the 'o$. D. Which of your skills and strengths are likely to be most valuable in your new situation and which have the potential to get you into trouble?

E. What is the prevailing frame of mind? What psychological transformations do you need to make and how will you bring them about? &his will $e determined once I meet the ! 0s and employees and determine their morale# how they view coming to work# how they view their 'o$s Afun or $oringB# how they work with one another# how they view management# and how they view the culture of the company. F. .hould your early focus be on offense or defense? Defense. pend time learning the 'o$# looking for early wins# developing good relations# creating coalitions# and $ecoming integrated in the team. ". When you dig deeper% what is the mi* of types of situations that you are managing? Which portions of your unit are in start1up% turnaround% realignment% and sustaining success modes? What are the implications for how you should manage and reward people who work for you?

4nswer this *uestion after a few weeks on the 'o$. I#. !ecure Early $ins A. )iven your situation% what should be the timing and e*tent of each of the waves of change you envision? ;hases of wave changes includeF A6B learning A7B designing the changes A8B $uilding support A9B implementing the changes AEB o$serving the results &oo many changes in a short period of time can $urn out your employees. !irst 3aveF ecure early wins $y %uilding personal credi$ility 2 learn technical skills and show employees what you know. ;raise employees for past accomplishment and any good work that is o$served. %e consistent and fair. et the e"ample for direct reports and employees. %e diligent. @sta$lish key relationships C Gain G0s approval $y keeping him informed. Dnderpromise/ Overdeliver. Go a$ove and $eyond to get his tasks done. Identify and Harvest low hanging fruit 2 !ind small tasks that can develop small wins among the G0 and employees. Done well# this can $uild momentum. econd 3ave of change addresses issues of strategy# structure# systems# and skills to reshape the organization. 3hat systems need to $e put in place to create an effective and efficient system. 3hat profita$le training can we implement< 0ust win the G0 and employees confidence $efore moving to this step. mall waves of change in ustaining uccess situation $ecause others will not $e so open to changing an already good thing. B. $ased on what you know what are you A1item priorities? )iven these priorities% what do you need to do during your transition to lay the necessary ground1work for achieving them? ?ong term goals are $ased on desired $ehavior changes and 4Citem $usiness priorities. 4Citem priorities may $e dictated $y G0. If not# here are some guidelines for selectingF Determine what core pro$lems need improvement. &his can $e researched through performance metrics. O$servation of facility. %ehavior o$servations. hould not $e too general or too specific. 5ou should $e a$le to develop milestones or short term steps that lead to the final goal. hould offer clear direction yet allow for fle"i$ility for ad'ustment when learning more a$out situation. &est# refine and restate goals when necessary. Geep finger on the pulse. If goals are too am$itious then they may need to $e read'usted to meet timeline to secure a win. C. How would you like to see people behave differently by the end of your era in the organization? escribe as vividly as you can the behaviors you would like to encourage and discourage' Identify $ehavior patterns at the 'o$ that can undermine productivity and create $ad morale. uch as gossip# negative attitudes# lateness# laziness# $ully)s# etc. Dse &a$le 9C6 Apage H-B for help D. What can you begin to do to change behaviors during your transition? Get to know my employees and $uild a relationship first. ?isten to what direct reports have to say a$out how facility has done and praise employees for any past wins. %egin providing direction that is outlined $y the G0. !ocus on any strained relationships and work on helping

to repair them. %uild a team environment. ?et everyone know my e"pectations and that I am there to support them. %e a good listener and communicator. %e supportive. et the e"ample. &eacha$le moments 2 opportunities to point things out to employees that show the $ehavior that you approve of or disapprove of. &hey help to shape the $ehavior that is of the team. @"ample is if you desire a clean facility 2 praise those who keep the place organized and clean and coach those who don)t. E. How do you plan to connect yourself to your new organization? Who are your key audiences% and what messages would you like to convey to them? What are the best modes of engagement? Introducing myself to direct reports first. &his will $e a sit down meeting. &hen introduce myself to employees 2 either $y teams or individually. Dse +Introducing elf, outline as a guideline. What others will be asking about you: Do you have the insight and steadiness to make tough decisions< Do you have values that they relate to# admire# and want to emulate< Do you have the right kind of energy< Do you demand high levels of performance from yourself and others< New leaders are perceived credible when they are: emanding but able to satisfy 2 effective leaders press people to make realistic commitments and hold them to those promises. %ut if you are never satisfied# you)ll sap people)s motivation. Accessible but not too familiar 2 $eing accessi$le does not mean making yourself availa$le indiscriminately. It means $eing approacha$le# $ut in a way that preserves your authority. ecisive but judicious 2 new leaders communicate their capacity to take charge without 'umping too *uickly into decisions that they are not ready to handle. @arly in your transition# you want to pro'ect decisiveness $ut defer important decisions until you know enough to make them. Focused but fle*ible 2 avoid setting up a vicious cycle and alienating others $y coming across as rigid and unwilling to consider multiple solutions to a pro$lem. @ffective new leaders esta$lish authority $y zeroing in on issues $ut consulting others and encouraging input. Active without causing commotion 2 there)s a fine line $etween $ulinding momentum and overwhelming your group or unit. 0ake things happen# $ut avoid pushing people to the point of $urnout. Willing to make tough calls but humane 2 you may have to make tough calls right away# including letting marginal performers go. @ffective new leaders do what needs to $e done# $uy they do it in ways that preserve peoples) dignity and that others perceive as fair. F. What are the most promising focal points for your early performance1improvement efforts? .elect one focal point and think about how early wins in this area could serve as a model for how you want people to behave' &ranslate goals into specific initiatives to secure early wins using this guidelineF Geep your long term goals in mind 2 securing early wins should lead to 4Citem priorities and long term goals. %uild on success and momentum.

 Identify a few promising focal points C !OC4? ;OIN&s are areas where improvement can dramatically strengthen the organization)s overall operational or financial performance. ;utting systems in place to improve safety# productivity# and *uality are focal points. %ottle necks and even tense relationships can $e focal points. ?aunch pilot pro'ects 2 uccessful early pro'ects can $uild momentum and gain employee $uy in. ;ilot ;ro'ect Checklist o 3hat is the right mi" of peole# in terms of knowledge# skills# and personality< o 3ho has the credi$ility# the pro'ect management skills# and the creativity to lead the pro'ect o 3hat are achieva$le +stretch, goals< o 3hat are achieva$le deadlines< o 3hat coaching or framework will you provide to guide team pro$lem solving and decision making< o 3hat other resources are necessary for success< o How will you hold people accounta$le for achieving superior results< o How will you reward success< @levate change agents 2 promote people who are identified as those who have drive and insight to advance your agenda. ?everage the pilot pro'ects to introduce new $ehaviors ". )iven the changes you want to make% in what areas do you need to engage in collective learning? ome strategies includeF ;resent the facts 2 ie# customer comments 2 and then come up with $rainstorming solutions Involve influential employees in planning process Gain $uyCin of the G0 %e positive and energetic Geep people informed ?isten to all suggestions Oversee the pro'ect or allow others to take charge Don)t micromanage #. %egotiating !uccess A. How effectively have you built relationships with new bosses in the past? What have you done well? (n what areas do you need improvement? (elationship $uilding with past $osses has always gone well. 0y strengths in this area are $eing responsi$le and hard working. %eing a$le to deliver on time what my $oss e"pects. howing that I care a$out my work and providing a professional 'o$. %eing an organized and relia$le person allowed me to gain more respect from my past $osses and move into 'o$s of higher responsi$ility. ;roviding ideas for process improvements. Communicating with my $osses and always maintaining a positive attitude. ometimes I tend to get an attitude that is easily reflected in my $ody language. I need to have a change of mind and always have a positive# team attitude. Geep myself from getting $urned out. Don)t $ela$or on the negative things.I)ve done well with $uilding relationships with my past $osses. tand for my ideas and do not give up so easily.

B. Create a plan for the situational diagnosis conversation' $ased on what you know now% what issues will you raise with your boss in this conversation? What do you want to say up front? (n what order do you want to raise issues? If we are in a ustaining uccess situation# then ssk what are the top priorities to maintain success. 3hat are his goals for improving performance< Does he have a plan to achieve those goals. 3ho will $e my $est go to people to $ecome successful. 3hat advice does he have to transition with my people and $uild a great team. C. Create a plan for the e*pectations conversation' How will you figure out what your new boss e*pects you to do? &hrough o$servation and listening. If my $oss does not tell me his e"pectations then I will ask 2 what is it that he e"pects from each facility. &hrough my o$servation of the facility# make suggestions for achieva$le e"pectations that will cause a win situation. D. Create a plan for the style conversation' How will you figure out how your boss prefers to interact with you? What mode of communication 3e1mail% voicemail% face1to1face4 does he or she prefer? How often should you interact? How much detail should you provide? What types of issues should you consult with him or her about before deciding? 0aintain close communication with my $oss at all time $y phone and email. !ind out what type of updates he would like to have and what decisions he wants to $e involved in. Does he micromanage or is he willing to let me run the show< Gain trust. Determine if $oss would like to keep things on professional level or is he more casual. tudy his leadership style 2 e"ample setting< Do as I say not as I do< Is there consistency is dealing with employees< 4sk others a$out how your $oss interacts with employees. His likes and dislikes. tudy his decision making process. How does it compare to your own. How does he coach others< E. Create a plan for the resources conversation' )iven what you need to do% what resources are absolutely needed? With fewer resources% what would you have to forgo? (f you had more resources% what would the benefits be? $e sure to build the business case5 Come $ack to this later after the first few weeks. F. Create a plan for the personal development conversation' What are your strengths and what do you need to improve? What kinds of assignments or projects might help you develop skills you need? Come $ack to this later after the first few weeks. #I. Ac ie&e Alignment A. How effectively have you built relationships with new bosses in the past? What have you done well? (n what areas do you need improvement? I)ve

#II. Build Your 'eam A. What are your criteria for assessing the performance of members of your team? How do the people you inherited stack up against these criteria? Criteria used is $ased on the task performance# customer service. everal metrics involved. 3ill need to see the performance measures and discuss with G0 to make assessment on how they stack up. Criteria for assessing each team mem$er Arate on a scale of 6 to 6..BF Com(etence Does this person have the technical competence and e"perience to do this 'o$ effectively< )udgment Does this person e"ercise good 'udgment# especially under pressure or when faced with making sacrifices for the greater good< Energy Does this team mem$er $ring the right kind of energy to the 'o$# or ishe or she $urned out or disengaged< Focus Is this person capa$le of setting priorities and sticking to them or prone to +riding off in all directions,< *elations i(s Does this individual get along with others on the team and support collective decision making# or is he or she difficult to work with< 'rust Can you trust this person to keep his or her word and follow through on commitments< B. What personnel changes do you need to make? Which changes are urgent and which can wait? How will you create backups and options? &his re*uires assessment $ased on criteria in A4B and daily o$servations. C. What process will you put in place to make the high priority changes? What can you do to preserve the dignity of the people affected?

D. What help will you need with the restructuring process and where will you find it? &here is no restructuring taking place at this time. E. o you need to amend e*isting incentives and measures? o people in your unit have incentives to cooperate and compete in productive ways? Incentives and performance measures have already $een set in place. Gaining feed$ack will $e helpful to make recommendations to senior management.

F. How do you want your new team to operate? What roles do you want people to play? o you need to shrink the core team or e*pand it? &eam is not new# $ut e"isting. &here will $e one new ! 0.

". How do you plan to manage decision making? Will you start off emphasizing a consult1and1 decide or a build1consensus approach? Depending on the o$servations of the cohesiveness of the team and their willingness to make contri$utions will dictate the approach in the $eginning. I would like to use the consensus $uilding approach to gain $uyCin of team mem$ers# $ut a consult and decide approach may $e the first approach until I can gain ground with team mem$ers and a feel for how they will participate in decision making. #III. Create Coalitions A. Whose support do you need most to succeed? What e*isting coalitions seem most powerful? &his will come through o$servation during first month. B. What influence networks are most important to you? Who defers to whom on key issues? &his will $e noticed through months of o$servation. C. Who are your potential supporters? +otential opponents? Convincibles? How will you test your hypotheses about support and opposition? &his D. What tools of influence will you employ to convince the convincibles? How will you shape potential supporters6 perceptions of their interests? 7f their options? &his E. How can you se&uence your interactions to build momentum? Are there patterns of deference that you can e*ploit? Can your supporters help you to recruit other key people? &his

I+. ,ee( Your Balance A. What are your greatest vulnerabilities in your new job? How do you plan to compensate for them? I)ve B. What personal developments do you need most to enhance or develop? How will you do that? What will success look like? I)ve C. What can you do to gain control over your local environment? I)ve D. What can you do to ease your families transition? What support relationships will you have to build? Which are your highest priorities? I)ve

E. What are your priorities for strengthening your advice1and1counsel network? !o what e*tent do you need to focus on your internal work? 8our e*ternal network? (n which domain do you most need additional support9 technical% political% or personal? I)ve

+. E-(edite E&eryone A. Whose transitions are you most likely to e*pedite? How might you begin? I)ve

B. Would a structured new1leader assimilation process help to accelerate you and your new team? I)ve

C. What can you do to better support the transitions of people who come in from the outside? I)ve

D. .hould transition acceleration be part of your organization6s curriculum for developing high1 potential leaders? How might different types of business situation be factored into succession planning? I)ve

E. Could the transition acceleration model help smooth the integration of ac&uisitions? I)ve F. Can you leverage the transition acceleration model through adoption of an online performance1support tool? I)ve