Align your team through co-creation of a team charter

Every team manager knows trust doesn't come out of the blue. Trust grows out of striving for the same goal, setting common expectations, clearly defining everyone's role and finally, of course, keeping the agreements made. Logical one would think, and yet these crucial conditions often remain undiscussed or invisible and many teams work according to habits that have not been clearly agreed upon.


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Align your team through co-creation of a team charter

"A team is more than a group of people working together. A team is a group of people who trust each other." (Simon Sinek, author)

Changing these fixed and unspoken habits is not an easy task, but it is possible, provided it is tackled consciously. As a manager, it is crucial not to come up with the answers yourself or impose team principles, but to create space for dialogue and facilitate the process. As a manager you can of course suggest elements, but make sure that your team members are listened to first.

To support this process we have developed TeamLiner®, an effective and above all practical tool for managers and process facilitators to use:

  • when starting up a new team, for example as part of a change or innovation process
  • for aligning the members of an existing team, when there is a need for clear agreements or when a new manager or team member joins the team
  • for adjusting teamwork when there are uncertainties or conflicts around cooperation

team charter template
More info here
In the process you set up, it is good to have the team members reflect on the team and the guiding principles beforehand. After that, during a creative session with the team (that can take half a day to a day), the focus is first and foremost on a constructive dialogue around a number of basic questions you can ask yourself as a team:

  • How do the values of the organisation translate to our team? How do we make this more concrete?
  • What are our current strengths and skills?
  • What are the obstacles on our way to achieving our goals?
  • How can we communicate better and make decision-making clearer?
  • How do we deal with conflicts?

These are just a few possible questions, which depend on the specific situation of the team and the goal of the session.

The next exercise is to get inspired by top teams and from there distil the elements that are important for your team.

At the end of the day, the Teamliner® will be complete and you will have concrete tools to continue. But that’s not all the work. It is also important to think about how the agreements will be translated to daily tasks, how they will be followed up and how it will be kept visible and discussable. An integration in the daily operations and meetings is therefore necessary and an important step in the process.

By thinking together as a team about your team principles you immediately create an enormous support base. Because when people are invited to help shape their own objectives and rules, working on change or innovation suddenly becomes a lot easier.

You can download the template here: Teamliner Download

If you want to know how to conduct a Teamliner workshop, you can find all the necessary information and guidance in our Leader’s Guide. It contains a 14page explanation about the canvas, instructions on how to conduct a Teamliner workshop and a sample agenda that you can adjust to your needs. A must-have for team leaders, facilitators, consultants or coaches.