In an era of economic uncertainty, many organizations face downsizing, budget cuts, and constant role reshuffling. Leaders today aren’t just tasked with building teams — they must also build trust, morale, and collaboration amid ongoing change.

The principles of “Build Your Team” from The First 90 Days still hold true, but they need to be adapted to fit today’s changing world.

1. Assess the Heart, Not Just the Head

Layoffs don’t just reduce headcount — they leave emotional scars on those who remain. Employees may feel insecure, stressed, or demoralized. The first thing a leader should do is not just evaluate performance, but deeply understand the emotions and mindset of their team.

Use short pulse surveys or one-on-one check-ins to gauge how your team feels. Remember — empathy is an essential leadership skill in this era.

2. Motivate Those Who Stay

Employees who have been reassigned or given new roles may feel uncertain or lose motivation. Leaders must help them see their value and purpose in the new context.

Do this by:

• Clearly explaining their new responsibilities
• Connecting their work to the organization’s goals
• Reinforcing that they still matter and contribute meaningfully

3. Match Skills to the Situation

When resources are tight but workloads increase, leaders must maximize their team’s potential. This may mean retraining, job rotation, or merging roles.

Key actions:

• Create a skills map to understand each team member’s strengths
• Identify potential future leaders
• Provide short, impactful training sessions for quick wins

4. Make People Decisions Fairly and Transparently

Watkins once said, “Most leaders hesitate too long in making people decisions.”
To build an effective team, you may need to make tough calls. However, being clear and fair helps your team understand and accept changes.

When change is necessary, communicate openly, explain the reasons, and invite honest conversations.

5. Build a New Culture Through Small but Powerful Actions

When the structure changes, so does the culture. Don’t expect your team to “bounce back” on their own. Leaders must actively shape the new culture through consistent, small gestures.

Try:

• Celebrating small wins together
• Encouraging peer recognition
• Fostering a sense of unity and shared purpose

6. Lead With Meaning, Not Just Metrics

When employees start asking, “Why are we doing this?” — leaders must be ready to answer.
Your role is to help your team see that, despite the changes, their work still carries meaning and impact.

The Three Key Transition Phases in The First 90 Days

Michael D. Watkins reminds us that success in a new role doesn’t begin on day one — it starts the moment you’re being considered for the position.

1. Preselection – When You’re Being Considered
   Once you know you’re under consideration, your journey has begun. This is the time to explore whether you and the role are truly a fit. Study the organization and its culture to prepare for what lies ahead.
2. Pre-Entry – Before You Start
   After being selected, use this period to prepare 100%.
   • Learn in detail about your team and scope of work
   • Understand the challenges ahead
   • Set clear priorities and strategies
3. Taking Charge – The First 90 Days
   These first three months determine how quickly you’ll gain trust and credibility.
   • Week 1: Learn and build relationships
   • Month 1: Demonstrate your value
   • Month 2: Deliver visible, meaningful results

This is the time to build both performance and trust simultaneously.

Final Thoughts: Team Building Is About People, Not Just Processes

In the past, team building was about structure, systems, and strategy.
Today, it’s about healing, energy, and shared purpose.

Building a team in the first 90 days isn’t just about putting people in the right places — it’s about rebuilding trust, restoring motivation, and creating a renewed sense of unity.

Sources:
medium.com, codecrash.net และ linkedin.com