A team is an interdependent group of people with a shared purpose. The ‘interdependent’ part is key. Individual members of a true team can’t be successful unless the team has been successful. On the other hand, individual members of a functional group can achieve their goals even if other members of the group do not achieve their goals. We may describe the functional group as a team, but it’s not a true team.
To successfully launch a team, the team and its leader need to clarify and align on its shared purpose and the interdependencies that will define roles and processes. Use the SCAN framework to establish important agreements about the internal workings of the team, the individual relationships among team members, and the way the team interacts with the broader organization.
Establish the Team’s Structures
Establish enough structure to make it easy for the team to get started. Periodically modify structures as needed. Develop the following structural agreements before working on the team’s task:
- What decision-making norms will the team use? If the team is unable to reach a consensus, how will decisions be made? Which decisions must be authorized by a leader outside of the team?
- What are the roles of individual team members?
- What norms and collaboration tools will the team follow and use for meetings, communication, and information sharing?
- What explicit working agreements will team members abide by?
Remain Alert to the Team’s Context
Teams don’t operate in isolation. Organizational priorities and resources can shift. Opportunities and threats can arise from environmental factors that neither the team nor the organization anticipated. Make a habit of conducting periodic context assessments to avoid surprises and to remain flexible. Review the sources of context information in the SCAN Guide for factors to consider.
Explore Team Member’s Assumptions
People are invited to join a team based on their characteristics, capabilities, and experience. We all approach our work with a particular worldview. Our underlying beliefs influence our thoughts and feelings about our teammates and our team tasks.
Surfacing preconceptions early will help team members understand each other better. Sharing early beliefs will also help team members adapt more quickly to discoveries that contradict premature assumptions. Give team members a chance to share their thoughts and feelings about the team’s task. Listen to each other without judgment or debate.
You can also use the SCAN Guide to explore sources of organizational assumptions that might impact the team’s work.
Make it Safe for Team Member’s to Share Their Needs
Over time, team members will learn about each other. As the team members learn about each other, working together will become more efficient and enjoyable.
To help team members feel included, make time for everyone to share personal information about themselves. You can also use what you learn about team member needs to establish working agreements and group norms. Consider setting aside time for new team members to share their responses to the following questions:
- What helps you do your best work?
- How do you like to be recognized for your accomplishments?
- Thinking about the best team experience you’ve ever had, what made it great?
- What do you need from your teammates?
