charter.teamlti.comTeam Charter Exercise – Learning Technologies, Inc.

about team building leadership development skills training consulting contact about team building leadership development skills training consulting contact Home Team Charters The Team Charter is equivalent to a business plan for your project team, virtual team, learning team, or study group. The purpose is to address critical team challenges before they develop into issues. Therefore, the charter becomes a living document that grows as the team develops. It represents a tool that: – Keeps the team moving in the same direction (common goals) – Defines common expectations for everyone on the team (ground rules) – Establishes a communication protocol (process) – Sets meeting times and schedule (logistics) – Articulates the intended team culture (vision & values) The key components of the charter include: 1) Common Goals 2) Core Values 3) Potential Obstacles 4) Ground Rules & Accountability 5) Communication Plan 6) Individual profiles For more information, suggestions, and rationale behind each of these topics, please refer to the “Components” page listed to the left. REMEMBER : The team charter is a tool. Use it for reference, revisit it on a regular basis, and make changes as needed. Common Goals PART 1) Common Goals One of the top causes of team conflict is unclear or conflicting goals. This discussion should focus on identifying common themes within the team and conclude with a concise statement of team goal(s) that everyone in the group agrees with. Unless everyone in the boat is rowing in the same direction, there is little hope of ever reaching your destination. BASIC GROUP DISCUSSION QUESTIONS: – What is our purpose as a team. – What do we collectively hope to create or accomplish. – For this to be a successful experience for me, this team will have to… – What I consider to be the top 3 priorities for this team. – Characteristics that I think are critical for a high performance team. REMEMBER GOALS SHOULD BE SMART: S pecific M easurable A greed upon R ealistic T imely Core Values PART 2) Core Values Core values represent the guiding principles of any team. This is the compass that allows people to behave and respond appropriately when they don’t have all of the necessary information. In essence, this is the “nature” of your team, or its personality. BASIC GROUP DISCUSSION QUESTIONS: – What does “Excellence” mean to this team? – How do you want “Leadership” to operate here? – How does “Integrity” apply to this team? – What are your expectations for “Communication?” – What should “Teamwork” look like? Obstacles PART 3) Potential Obstacles This is the forward thinking portion of the Team Charter. Based on experience and the previous discussion topics, the goal is to identify obstacles or challenges that the team is likely to encounter. Opening these issues now lays a foundation for future discussions and provides valuable data for developing effective ground rules. The more open and honest the group is here, the more likely they will take personal responsibility for issues that might arise in the future. BASIC GROUP DISCUSSION QUESTIONS: – What are the most common mistakes that you see teams make? – If you could give a newly forming team one warning, what would it be? – What are the most likely sources for conflict within your team? – Where do you think you and your team may be most likely to miscommunicate? – What are our internal and our external pressures? CONSIDER THESE TYPES OF OBSTACLES: Personal style differences Work styles Learning styles Priorities and commitments Time External pressures Personalities Differing expectations Conflict style (avoid/confront) Experience Topical expertise Logistics Level of commitment Perfectionism / control / delegation Ground Rules PART 4) Ground Rules and Accountability This is the real meat of the Team Charter – a clear list of acceptable and unacceptable behaviors. These ground rules represent your common expectations of how people will interact on the team and must be clear, simple, and relevant. While it can be easy to develop an extensive list of expectations, you should identify no more than 3-5 as priority ground rules. Again, keep it simple and be sure that your ground rules address issues that came up in previous discussions. Also be sure to discuss what happens if these ground rules are not adhered to. GENERAL GROUP DISCUSSION QUESTIONS: – One thing that I expect from everyone on my team. – Regardless of the situation, we need to always… – It is unacceptable for someone on this team to… – What happens if… – How do we handle violations in “the grey zone?” ASK YOURSELF: – Are these ground rules clear? – Do these address the obstacles we discussed? – Do these address the things that annoy us about others on teams? – Has everyone on the team endorsed these? – Are our top priority items clear, straightforward, and relevant? – Bottom line – if we do these, will we get the environment we want? OTHER AREAS TO CONSIDER: – Attendance – Preparation – Information sharing/communication – Decision making/problem solving – Conflict management Communication PART 5) Communication Plan The communication plan is basically a logistical summary. It should cover not only when and where you intend to meet, but also basic communication procedures and protocol(s). Because this is the most tangible component of the Team Charter, it’s often easy for teams to gravitate toward this discussion first (it’s less threatening and requires less personal disclosure that other topics). But use caution – the other topics have further reaching implications and must not be overlooked. BASIC GROUP DISCUSSION QUESTIONS: – What is the best method for contacting each member of the team? – How quickly are we expected to respond to a communication? – If someone doesn’t respond, what do we do? – If someone doesn’t show up for a meeting, what do we do? – How do we plan on managing a project within this team? – How will we address “team maintenance?” Profiles PART 6) Individual Profiles The purpose of this discussion is to ensure that all members of the team have a keen appreciation for the talents, constraints, strengths, and potential weaknesses of their fellow team mates. This step lays the foundation for all subsequent steps and its value should not be underestimated. The following workout can be used on it’s own or in conjunction with assessments such as the Five Factor, Insights 360, or Team Roles Assessment BASIC GROUP DISCUSSION QUESTIONS: – Why are you here and what do you hope to gain? (personal goals) – What are your top 3 strengths? – What are 3 areas where you could make improvements? – What are 3 ways you hope to “leave your mark” or really make a difference here? What Makes Us Different Relevant: We take the time to really understand your organizational culture and business drivers. Customization: We customize every program so you don’t waste valuable training time. Business Focused: We connect with your management style and other training efforts to reinforce core messages. Professional: We are seasoned business professionals who understand your challenges. Results: We focus on helping you reach your business goals rather than simply delivering a product. The LTI Process Follow Up REMEMBER : Just like any Business Plan, your Team Charter represents your strategic plan. The goal is to establish CLEAR & TANGIBLE expectations. It should be direct, simple, and to the point. If it’s not clear, or if it sounds “fluffy,” dig deeper. This is not just an exercise. Use it for reference, revisit it on a regular basis, and make changes as needed. Several follow-up steps that are critical for long-term success include: Make charter concepts visible on a daily basis – As a team, discuss your charter with a more senior coach or mentor Revisit and revise your charter on a regular basis – Typically 4 weeks, and then every 4 months, or as needed Periodically meet with a senior coach or mentor – Discuss the basic dynamics of your team ...