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Building the Foundation for a Building the Foundation for a High Performing Leadership TeamHigh Performing Leadership Team
At the Terraces of PhoenixAt the Terraces of Phoenix
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Team EffectivenessWhat Makes a Team GreatWhat Makes a Team Great??Characteristics of Effective TeamsCharacteristics of Effective TeamsTeam StagesTeam Stages
Teams & TypesKnowing your MBTI Style PreferenceKnowing your MBTI Style PreferenceType Talk for TeamsType Talk for Teams
Blending Communication Styles & TeamsMBTI, Communication and Team EffectivenessMBTI, Communication and Team EffectivenessCreating Team AgreementsCreating Team Agreements
Agenda
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�All conversations are confidential
to this room
� Equal contribution to conversations
� Questions are encouraged
� No one MBTI style is “better”, only different
� Behavioral style does not explain everything
� Sharing of information is voluntary - participation is assumed
� You do not have to agree to everything we talk about today,
do remain open to exploration of thoughts and ideas
� Laughing at ourselves is encouraged - but no labeling or
teasing
Operating Guidelines for The Day
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About Sylva Leduc & Sage Leaders
Sylva LeducSylva Leduc, MEd, MPECExecutive Coach
Leadership Strategist
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Team Mindset Giving others the benefit of the doubt
Multiple Roles Clarity when to wear department head hat and when to
wear “the best for the organization” hat
Feedback Willing to give feedback (positive, timely & relevant)
Decision Making
Process
• Discussing/debating passionately
• Shifting to consensus decision making process
• Acknowledging decisions not always unanimous
• Expecting respect/support once decisions are made
Accountability Holding one another accountable
Measurements Implementing the concepts of measurement and
accountability on a daily basis
Modeling Behaviors Creating a lasting positive impact with your team(s)
Desired Outcomes from Teambuilding
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The Magic or The Magic or Misery of TeamsMisery of Teams
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Characteristics of Effective Teams
Describe the best team you’ve ever been on: one that created “magic” or was a Dream Team
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Characteristics Of Effective Teams
� The Values and Goals of the Group Are Interpreted as the Needs and Values of the Members
� The Group Believes it Can Accomplish the Impossible
� Understanding the Nature and Value of Constructive Conformity and When and How to Use it
� Mutual Influence Between Members and the Leader
� Mutual Agreement and Identification with Respect to Primary Task
� Open Communications
� Mutual Trust & Mutual Support
� Appreciation & Management of Individual Differences
� Selective Use of the Team
� Appropriate Member Skills
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Effective & Ineffective Teams
Effective TeamsEffective Teams Ineffective TeamsIneffective Teams� Goals Are Clarified and Changed to Give the Best
Possible Match Between Individual Goals and the
Team’s Goals; Goals Are Cooperatively Structured
� Communication Is Two-Way; the Open and Accurate
Expression of Both Ideas and Feelings Is
Emphasized
� Participation and Leadership Are Distributed Among
All Team Members; Goal Accomplishment, Internal
Maintenance and Developmental Change Are
Underscored
� Ability and Information Determine Influence and
Power; Contracts Are Built to Make Sure the
Individual Goals and Needs Are Fulfilled; Power Is
Equalized and Shared
� Decision Making Procedures Are Matched With the
Situation; Different Methods Are Used at Different
Times; Consensus Is Sought for Important
Decisions; Involvement and Group Discussion Are
Encouraged
� Controversy and Conflict Are Seen as Positive Keys
to Members’ Involvement
� Members Accept Imposed Goals; Goals Are
Competitively Structured
� Communication Is One-Way; Only Ideas Are
Expressed; Feelings Are Suppressed or Ignored
� Leadership Is Delegated and Based Upon
Authority; Membership Participation Is Unequal
With High-Authority Members Dominating; Only
Goal Accomplishment Is Emphasized
� Position Determines Influence and Power; Power
Is Concentrated in the Authority Positions;
Obedience to Authority Is the Rule
� Decision Are Always Made by the Highest
Authority With Little Team Discussion; Members’
Involvement Is Minimal
� Controversy and Conflict Are Ignored, Denied,
Avoided or Suppressed
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Forming is the first stage during which the team agrees on the goal or vision, and delegates tasks.
The second stage is called Storming and it’s where conflict typically arises.
Norming is the third stage and it’s where conflict is resolved.
Performing is the fourth stage, where the team works harmoniously towards a common goal.
Four Stages Of Team Development
FORMING
STORMING
NORMING
PERFORMING
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STAGESTAGE
FormingForming
StormingStorming(Critical for success)(Critical for success)
NormingNorming
PerformingPerforming
MAIN TASKMAIN TASK
•• Get Get acquainted with team acquainted with team members members and the and the
task task
•• Sort out differences & identify strengths; Sort out differences & identify strengths;
•• Questioning of 'power relationships'Questioning of 'power relationships'
•• Develop clear agreementsDevelop clear agreements
•• Clarify project & tasksClarify project & tasks
•• Determine performance standardsDetermine performance standards
•• Work cohesively together based on skillsWork cohesively together based on skills
•• Establish roles, relationshipsEstablish roles, relationships
•• Determine decision making proceduresDetermine decision making procedures
•• Utilize strengths & interests Utilize strengths & interests
•• Focus on the task and work productively Focus on the task and work productively
togethertogether
•• Ongoing internal assessmentOngoing internal assessment
CHARACTERISTICCHARACTERISTICSS
•• Tentative Tentative
•• Overly polite Overly polite
•• Concerns over ambiguity Concerns over ambiguity
•• Silences in meetings Silences in meetings
•• Conflict Conflict
•• Resistance Resistance
•• Criticism Criticism
•• Interrupting speakers Interrupting speakers
•• Not attending meetings Not attending meetings
•• Seek consensus Seek consensus
•• Agree on ground rules Agree on ground rules
•• Supportive environment Supportive environment
•• Cooperation Cooperation
•• Decision making Decision making
•• Problem solving Problem solving
•• Less emotional Less emotional
•• Achievement Achievement
Activities & Characteristics of Each Stage
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Team Performance Curve
Team
buildin
gTeam
work
Team
ing
Working Group (PseudoWorking Group (Pseudo--team)team)
Potential teamPotential team
HighHigh--performing teamperforming team
Perf
orm
an
ce Im
pact
Perf
orm
an
ce Im
pact
on
o
n O
rgan
izati
on
Org
an
izati
on
Real teamReal team
Source: Adapted from Source: Adapted from The Wisdom of TeamsThe Wisdom of Teams
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MBTIMBTI
Building a High Performing Leadership Building a High Performing Leadership Team at the Terraces of Phoenix with Team at the Terraces of Phoenix with
the Myers Briggs Type Indicatorthe Myers Briggs Type Indicator
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Innate Preferences
• Exercise: write your name
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History of Type Theory
• Swiss psychiatrist Carl Jung developed a theory early in the 20th century to describe basic individual preferences.
• Mother & Daughter Team– Isabel Briggs Myers (1875-1968) & Katherine Briggs (1897-1980)– In 1926, Briggs wrote a book on 4 personality types– Later discovered Jung’s work and added to it
•• The MBTI now offered by Consulting Psychologists Press (CPP) The MBTI now offered by Consulting Psychologists Press (CPP)
– Represents results of 50+ years of research
– Used globally in education and corporate settings
– Completed by over 2 million people each year
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About MBTI Types
The MBTI measures only strengths or clarity of preferences The MBTI measures only strengths or clarity of preferences notnot abilities or aptitudes. No one type is best.abilities or aptitudes. No one type is best.
No two people with the same type are exactly the same No two people with the same type are exactly the same ––there are endless variations within each type.there are endless variations within each type.
The MBTI does not measure:The MBTI does not measure:
• IQ or intelligence
• “Normalcy”
• Maturity
• Illness
• Affluence
• Stress or Trauma
• Emotions
• Psychiatric Disturbances
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Myers-Briggs Type Indicator
DIMENSIONDIMENSION PREFERENCEPREFERENCE CONTIUUMCONTIUUMDirectionDirection ofof InterestInterest oror EXTRAVERSIONEXTRAVERSION INTROVERSIONINTROVERSIONFocus of Attention (Energy)Focus of Attention (Energy)
GatheringGathering datadata oror SENSINGSENSING INTUITIONINTUITIONTakingTaking inin datadata
MakingMakingDecisionsDecisions THINKINGTHINKING FEELINGFEELING
LifestyleLifestyle oror OrientationOrientation JUDGINGJUDGING PERCEIVINGPERCEIVINGtotoWorldWorld
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Caution about MBTI Word Usage
Words used to describe preferences in psychology do not mean the same thing as they do in everyday life
Extravert does not mean talkative or loud
Introvert does not mean shy or inhibited
Sensing does not mean well-developed senses
Intuitive does not mean having better intuitions
Thinking does not mean intellectual
Feeling does not mean emotional
Judging does not mean judgmental
Perceiving does not mean perceptive
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The Sixteen Types
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
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The General Population &The General Population &The The Terraces Leadership Terraces Leadership TeamTeam
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Type Focus & Demographics
ISTJISTJNatural Organizer
12%
ISFJISFJCommit to Getting Job
Done 14%
INFJINFJInspiring Leader &
Follower 2%
INTJINTJIndependent Thinker
2%
ISTPISTPJust Do It!
5%
ISFPISFPAction Speaks Louder
Than Words 9%
INFPINFPMaking Life Kinder &
Gentler 4%
INTPINTPProblem Solver
3%
ESTPESTPMake Most of Moment
4%
ESFPESFPLet’s Make Work Fun
8 %
ENFPENFPPeople are the Product
8%
ENTPENTPProgress is the
Product 3%
ESTJESTJNatural Administrator
9%
ESFJESFJEveryone’s Trusted
Friend 12 %
ENFJENFJSmooth-Talking
Persuader 2 %
ENTJENTJNatural Leader
2%
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ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
MBTIs for Terraces’ Leadership Team
Team MBTI Profile is Team MBTI Profile is E, S, T/F, JE, S, T/F, J
TroyTroy
Brenda DannisBrenda DannisTomTom
RichardRichard
Andrea MargeAndrea MargeHazael JohnHazael JohnMarciaMarcia
Danny Danny
Adam ConnieAdam Connie
CelesteCeleste
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Using Type at Work
With similar types on a team:– The team will understand each other easily and quickly
– Will reach decisions quickly, but will be more likely to make errors due to not taking in all viewpoints
– May have more blindspots
– May fail to appreciate gifts of the “outlying” types
With a variety of types on a team:– Takes longer to establish communication within team
– Less likely to overlook possibilities and details
– Longer to reach consensus
Source: From Teambuilding Program (2nd Edition),
E. Hirsh, K. W. Hirsh, S. Krebs Hirsh, 2003, CPP, Inc.
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Caution: Blindspots
What do you think some of the What do you think some of the blindspotsblindspots might be?might be?
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Caution: Blindspots
Not many Intuitive (N) StylesNot many Intuitive (N) Styles
Not many Perceiver (P) StylesNot many Perceiver (P) Styles
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Types Types in Actionin Action
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What Do You See? Sensor (S) & Intuitive (N) ways of gathering information
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Planning According To Type
You have been given $5,000 for a vacation
You have 10 minutes to plan for it
Write down the steps you’d take
Judger (J) & Perceiver (P) ways of planning & organizing
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You are the champions in your neighborhood to You are the champions in your neighborhood to
raise money to send a group of underprivileged kids raise money to send a group of underprivileged kids
to a summer computer camp. to a summer computer camp.
Your neighborhood identified six children they want Your neighborhood identified six children they want
to help. After four months of fund to help. After four months of fund raising, raising, enough enough
money was raised for only five of the six children. money was raised for only five of the six children.
As the champions of the team, As the champions of the team, your neighbors are your neighbors are
looking to you to decide what to do.looking to you to decide what to do.
Exercise: Difficult Decisions:Feeler (F) & Thinker (T) ways of making decisions
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Decision-Making Using Type
• Recognize how group members may complement or contrast each other
• On the other hand, watch out for groupthink!
• Focus on respectful debate and compromise
• Appreciate the unique value of each person’s viewpoint and input
FactsFacts - sensing perception (S)
PossibilitiesPossibilities - intuitive perception (N)
ConsequencesConsequences - thinking judgment (T)
ValuesValues - feeling judgment (F)
S N
T F
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Understanding Type in Stress
Potential Pitfalls• Characteristics when under stress or out of Type
Examples• Overcrowded schedule may force you to exhibit more judging traits than you may prefer
• Team projects may force you to work as an extravert; brainstorming, talking through problems vs. thinking them through on your own
• Concrete information may be more valued more than “gut-feeling” approach
• Staff meeting may focus on everyone’s involvement first, when you would prefer to address the task first.
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Stressors For Type Combinations
Adapted from Isachsen & Berens, Adapted from Isachsen & Berens, Working TogetherWorking Together, 1988, 1988
Core NeedsCore Needs Meaning and Meaning and SignificanceSignificance
Mastery &Mastery & --SelfSelf--ControlControl
Knowledge & Knowledge & CompetenceCompetence
Membership or Membership or BelongingBelonging
Responsibility Responsibility or Dutyor Duty
Freedom to Act on Freedom to Act on Needs of the MomentNeeds of the Moment
Ability to Make an Ability to Make an ImImpactpact
StressorsStressors InsincerityInsincerity
BetrayalBetrayal
Lack of Lack of IntegrityIntegrity
PowerlessnessPowerlessness
IncompetenceIncompetence
Lack of Lack of KnowledgeKnowledge
AbandonmentAbandonment
InsubordinationInsubordination
Lack of Lack of BelongingBelonging
ConstraintConstraint
BoredomBoredom
Lack of ImpactLack of Impact
When When StressedStressed
DisassociatesDisassociates
Becomes Becomes PhonyPhony
ObsessesObsesses
BecomBecomes es mindlessmindless
ComplainsComplains
Becomes Sick, Becomes Sick, Tired, Sorry, Tired, Sorry, WorriedWorried
Retaliates, Becomes Retaliates, Becomes RecklessReckless
Antidotes for Antidotes for StressStress
Affirmation and Affirmation and Nurturing from Nurturing from Self and OthersSelf and Others
Reconfirmation Reconfirmation of Competence of Competence & Knowledge& Knowledge
A New ProjectA New Project
Appreciation & Appreciation & Inclusion in Inclusion in New ActivNew Activities ities and New and New MembershipsMemberships
Recognition of Recognition of Finding New OptionsFinding New Options
New ActivitiesNew Activities
Idealist NFIdealist NF Rational NTRational NT Guardian SJGuardian SJ Artesian SPArtesian SP
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Team Frustrations & Type Dialogue
ISTJStop working
so hard
ISFJStop worrying
about everything
INFJStop staring off
into space
INTJStop being
so stubborn
ISTPStop nitpicking
ISFPStop wearing your heart on
your sleeve
INFPStep feeling hurt
INTPStop being
so theoretical
ESTPStop being
so blunt
ESFPStop playing
ENFPStop changing
your mind and the
team’s direction
ENTPStop generating
new actions
ESTJStop driving
things so hard
ESFJStop socializing
ENFJStop talking
ENTJStop trying to
manage us
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What uniquely do I/we contribute?What uniquely do I/we contribute?
To do our best work I/we need…To do our best work I/we need…
Others irritate me/us when they…Others irritate me/us when they…
I/we irritate others when …I/we irritate others when …
What You Need to Know About My Style
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MBTI & Leadership
The The IdealIdeal Leader Leader Is All of These…Is All of These…
ActionAction--oriented oriented
ContemplativeContemplative
PragmaticPragmatic
VisionaryVisionary
LogicalLogical
CompassionateCompassionate
PlanfulPlanful
AdaptableAdaptable
Source: From Source: From Teambuilding Program (2Teambuilding Program (2ndnd Edition)Edition), ,
E. Hirsh, K. W. Hirsh, S. Krebs Hirsh, 2003, CPP, Inc.E. Hirsh, K. W. Hirsh, S. Krebs Hirsh, 2003, CPP, Inc.
ExtravertExtravert
IntrovertIntrovert
SensingSensing
IntuitiveIntuitive
ThinkingThinking
FeelingFeeling
JudgingJudging
PerceivingPerceiving
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Points to Remember
• A person’s type should be regarded as a working hypothesis until confirmed by the individual.
• Everyone uses every preference.
• Psychological type can explain some human behavior – but not all, so don’t over interpret scores.
• Avoid stereotyping someone on the basis of type.
• Type should not be used as an excuse for doing or not doing something.
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Next Steps …
• Think about the different MBTI preferences of your team members & your direct reports.
• Consider MBTI preferences of the Terraces’ residents.
• You’ll each receive an article on the MBTI & Lencioni’sthe Five Dysfunctions of a Team.
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DevelopingDevelopingTeam AgreementsTeam Agreements
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Team agreements (which are also called working agreements or clear agreements) define how teams work together and support one another. Effective agreements are based upon guiding principles
shared by team members. These principles identify the standards of action that a team believes are critical to success and their satisfaction. Clear agreements foster team development by providing a structure to support the work of a team and to ease the entry and integration of new team members. Developing a clear agreement facilitates the interaction between team members as they attempt to understand what life on the team is all about.
Team agreements (which are also called working agreements or clear agreements) define how teams work together and support one another. Effective agreements are based upon guiding principles
shared by team members. These principles identify the standards of action that a team believes are critical to success and their satisfaction. Clear agreements foster team development by providing a structure to support the work of a team and to ease the entry and integration of new team members. Developing a clear agreement facilitates the interaction between team members as they attempt to understand what life on the team is all about.
Working Together Effectively:Developing a Team Agreement
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A Team Agreement is a document createdby the entire team containing the rules, the communication style preferences (MBTI) and philosophies by which the team functions, both as a group and individually. Each team member has a responsibility to adhere to the agreement and to communicate when the agreement is not being followed.
Definition of a Team Agreement
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• Enhanced Effectiveness
• More Productive Meetings• Fewer Misunderstandings
• Increased Productivity Overall
• Happier Employees & Residents
Why Bother Building an Agreement?
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Working Together Effectively:Developing Team Agreements
• Individuals gain understanding of how they’ll function within the team.
• Defined expectations provide structure to support the team’s work.
• Team members gain common understanding of values and principles of the team.
OpportunitiesTeams that develop clear agreements understand how their team will operate, what to expect from team members and what is expected of them.
Risks
• New team members may not understand how the team works and what the team values.
• The team can lose the energy and excitement that comes early in team formation and development due to frustration.
• Team members may not meet one another’s expectations.
• Without addressing differences and agreeing on what they value as a team and expect of themselves, conflict, stress, and frustration.
Teams without clear agreements often experience the following obstacles to high performance:
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Examples of Team Guiding Principles
Balance:
Time for family and personal well-being; respecting and
honoring work and non-work commitments
Discipline:
Begin rigorous, methodical, and systematic in approaching work
Idealistic:
Envisioning possibilities; looking for opportunities;
asking “what if”
Loyalty:
Faithful to commitments and obligations; dedicated
Openness:
Saying what you think and feel in a direct and truthful
manner
Productivity:
Getting the most done as efficiently as possible
Respect:
Showing esteem for others
Affection:
Showing caring, empathy, fondness and concern
Conformance:
Observing and complying to rules, standards, and the
wishes of others
Determination:
Showing perseverance, resolve, tenacity, and
conviction
Harmony:
Striving to get along with others regardless of
differences
Learning & Discovery:
Sharing knowledge; learning from each other and our
mistakes and achievements; taking time to reflect on
learnings from our experiences
Trust:
Acting in ways that are consistent with one’s words. Openly sharing information,
ideas and resources
Collaboration:
Providing mutual support and cooperation; building on each
other’s ideas
Control:
Ensuring order, consistency, while minimizing unpredictability
Diversity:
Looking for and appreciating differences and variety;
honoring and encouraging different styles and points of
view
Independence:
Honoring autonomy, free choice and discretion
Playfulness:
Having informal and good humored interactions with
others
Recognition:
Acknowledging others for their efforts
Seriousness:
Being business-focused and behaving in a no-nonsense
manner
Achievement:
Accomplishing what one sets to do, producing results
Competitiveness:
Striving to win, to be the best
Creativity:
Being imaginative, inventive, original and novel
Flexibility:
Readily adjusting and adapting to changing
circumstances, demands, and needs; doing what it takes to get the job done
Integrity:
Being honest, sincere; adhering to moral and
ethical principles
Pragmatic:
Being realistic and practical about what to expect and
what can be done
Structure:
Acting in a systematic, organized manner
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Criteria for Effective Agreements
• Clear and easily understood and describes how a team chooses to operate to
achieve its goals.
• Describes desired and appropriate behavior for all team members.
• Sets expectations for the team and team members for communication,
participation, decision-making & problem solving criteria.
• Identifies consequences.
• Expresses the beliefs of team members and the organization about how
business should be conducted.
• Provides an inspiring, meaningful reason for working together for team
members.
• Advances the Shared Purpose, Direction & Mission.
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As a Project Team we will …
• Provide constructive, positive, honest and timely suggestions, feedback, and responses.
• Share resources and work products with team members.
• Ensure that everyone communicates equally during meetings
• Understand team roles and responsibilities, provide assistance and support for team members as needed.
• Ask for help when needed.
• Have workdays that typically do not exceed 10 hours per day on average, recognizing there will be times
that more hours will be necessary.
• Identify our regular work schedule, scheduled vacation time, training commitments and others’ personal
commitments.
• Honor team member’s time off and personal time as much as possible.
• Celebrate successes of the team such as completed deliverables and initiatives.
• Communicate interdependent issues between initiatives with other team members on a regular basis.
• Commit to the “buddy system” for new team members &provide support during their first weeks on the team.
• Schedule time for team building activities at the start of projects and periodically during course of team’s life
together.
• Identify individuals roles and responsibilities for our team success, ask what they hope to learn from and how
they want to contribute to the team’s work.
Example of a Team Agreement
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Team Agreement for Terraces Leaders
As the Leadership Team at the Terraces of Phoenix, we will …
•
•
•
•
•
•
•
•
•
•
•
•
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Honorable Close
What would you like to share that will
bring closure to this day?
Examples:
– Something you really liked
– Someone who impacted you in a
positive way
– Something you need to apologize
for or clean up
– Anything that you feel is important
to share to bring closure