Achieving Business Excellence with John Spence

Do You Have A Team Charter?

I have been teaching quite a few high-performance teams workshops in the last several months and have been surprised to discover that not one group I worked with had ever created a “team charter.” By this I mean, a written list of rules and expectations that the team all agrees to and guides the way they work together. I believe this is an essential document to help people clearly understand their role on the team, what behavior is appropriate and what things will not be tolerated. Without a charter, members of the group are simply guessing at how they are supposed to act and behave together as a team, leading to assumptions, politics, rumormongering, conflict, lack of accountability and ultimately lack of results. To help your organization avoid these issues here are a few ideas of what a team charter might look like:

A recent article in the Harvard Business Review recommended that a team charter should include these basic foundational tenets:

  • I agree to be on time, realizing everyone’s time is limited and extremely valuable.
  • I agree to show respect to every other member of the team and give them the benefit of the doubt.
  • I agree to give my best effort in accomplishing every task, the team’s mission, and our shared purpose.
  • I agree not to engage in any gossip about my team members and to put a stop to it if I encounter it.
  • I agree to communicate early and often pertaining to any time off needed for my personal life.
  • I agree to handle disputes, perceived offenses, or conflicts with dignity and professionalism.

This is the charter from a nonprofit organization I worked with:

  • Be accountable
  • Think before you speak
  • Ask for clarification
  • Set clear expectations
  • Treat people with dignity and respect
  • Empathy
  • Ask for help
  • Be direct and loving
  • Look for the positive first
  • Create safety zones where people can be honest in their feedback without fear of retribution
  • Be present
  • Check up on folks
  • Helpful and supportive
  • Communicate professionally
  • Spend time together
  • Have fun

This list is from a manufacturing company that I assisted:

  • Listen to each other with an open mind without interruption
  • Share knowledge, information, and experience with those who can benefit
  • Take key decisions based on reasoning, not rank
  • Express concerns only to those responsible for dealing with them
  • A responsibility culture, not a blame culture
  • Base our work on the ‘customer’
  • Strive for continuous improvement
  • Behave with integrity
  • Positively challenging dishonesty or destructive behavior
  • No ego

These are just a few ideas to help you in creating your team charter, however, it is essential that you develop a written, clear, and well-communicated charter that everyone on the team is fully committed to and agrees to support at all times. Without this document, it is impossible to build and sustain a high-performance team.

Please let me know if you have any questions or comments and if you found value in this article I hope you will share it with your entire network.

Thanks so much – John

The Foundation of Employee Accountability

For the past several months my email in-box has been full of requests from clients to put together a special program on “Accountability.” In just that past two weeks I have zigzagged across the country delivering custom sessions to State Farm, Verizon, Harman, and Abbott. It is obvious that with the current business climate, companies are trying to do more work, with less people… greatly increasing the pressure on every employee to deliver what is expected of them – on time and done superbly. Continue reading “The Foundation of Employee Accountability” »