The key questions are to evaluate how well the team communicates, aligns with the CIWP's top priorities, creates short- and long-term plans, and holds itself accountable for delivering results results. At Fernwood we know this, but we know the team lacks the expertise to ensure these issues are addressed on an ongoing basis. We may refer to these skills as “soft problems” because we don't see how they are measurable or quantifiable and therefore we don't believe they are as important to performance as more typical indicators of success. However, research clearly shows that these skills and disciplines are the greatest levers that enable high-performing teams to close the performance gap. The team rarely tracks performance against CIWP strategic priorities because they have not been provided the tools necessary to make this work feasible. From an administrative standpoint, the principal may or may not know how a team is progressing, and many translations may be lost due to poor communication and follow-through. Performance problems are invisible to the leader, in part because there is no mechanism to monitor the team's progress. Ultimately, the lack of strategy fosters a culture of underperformance for this team. The leader must begin by accepting that people are his or her business. More than a strategy, people are the key to your success. To transform the school, it must plan to transform people. The principal must develop a plan to get people working together powerfully, taking personal responsibility for their own performance, as well as that of the overall vision, will generate measurable improvement every time. The key is to make sure that all team members, including the principal, have the right attitude and take these emotions to the center of the paper. Is work-life balance important? What is a “normal” work week? The leader must remember that others are observing his reactions and he is modeling behavior that can set the tone for his leadership mandate as well as the tone of the organization. Here are the building blocks for the next six months: a recipe for Fernwood's success.1. Top priorities are identified and monitored on a regular basis2. Achieving these priorities, year after year, contributes measurably to multi-year growth,3. Communication and follow-up are guaranteed,4. Leadership has a simple system to monitor performance and make course corrections, e5. Individual and team focus on achieving the vital few automatically generates a culture of performance.6. Maintain personal balance and model balanced behavior throughout the journey. This work is not an easy task!