The BETTER AGREEMENT GUIDE™
BETTER BUSINESS is in The BAG™
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TEAM AGREEMENTS
Because the WaWa, the Canada Goose, flies in formation, it is freedom tempered by responsibility. The leader must keep the group on course and look ahead for danger. The others must look around, to the sides, to each other. And they will reach their destination, not because they can fly, but because they fly together. We too, seek to fly. To fulfill our dreams, to accomplish our goals. But we cannot fly alone. We must always look ahead, behind, and to the welfare of those who seek to fly with us. If our destination is a better way of life we must demonstrate our commitment to work with one another. If we are to fly, we must fly together, dependent on each other, or be scattered by the storms that confront us. WaWa Corporation Philosophy A few years ago, at the height of popularity of Self Directed Work Teams, I was working with a government agency to implement a team environment for a unit of technical support people. The challenge was not only to create "teams" but also to bring out the entrepreneurial spirit in each member of the organization. The critical part of a successful team environment is making sure everyone has the same vision before moving into action. The classic "forming, storming, norming, performing" stages that teams traverse are best resolved with an agreement. The agreement serves the "forming" function as members of the team agree on how they will work with one another, what their norms will be. The agreement reflects the resolution of their "storming." With some coaching help, the following agreement was put in place to govern team activities. Team Agreement 1. Intent and vision: All members of "The Programmers" agree to follow the terms of this agreement. Our vision is to be a tightly coordinated unit whose members are cross trained in the jobs of all members of the team so that any one of us could step into a client request at any moment. The specific vision we have is that we will be self supporting within two years; we will generate enough revenue to cover our costs and our salaries. We will:
3.Promises: We each promise to accept rewards on a team basis only, to give each other ongoing honest feedback on matters that impact our work and productivity, to accept that we are beginners in the realm of interpersonal communication, to devote our full time energy to the work of the team, to teach teammates what we learn when we take a training class, to come to team meetings on time, to follow the standards for team meetings we have drafted, to stay in a learning mode, and to take our turn as team leader. 4. Time and value: We each agree that the potential benefits of being a team far outweigh the costs involved, and we agree to experiment with the team method of organizing work for the next two years. 5. Measurements of satisfaction: Our measure of success will be sustainability how long it takes to become self sustaining. We have set a goal of eighteen months to become self supporting, to make revenue equal expenses plus salaries. 6. Concerns and fears: We are concerned that in six months a new management fad will be put in place or that we will be reassigned to other units and our operation will be completely shut down. We are also concerned that members of the team will leave for other departments or nongovernment jobs. 7. Renegotiation: We understand the importance of ongoing communication. In that spirit, we see our team agreement as a living, evolving context in which we work together. We agree to keep our agreement current; we will look at it monthly to make sure it reflects the reality of what we are doing as a unit. We see "teamship" as a voluntary activity and agree that if anyone wants to leave the team, they can. 8. Consequences: We assume that all of us combined are smarter than any one of us. We agree to defer to the team to determine consequences for any violation of this team agreement. We realize that when we violate an expressed or implied responsibility of teamship, a consequence should follow. We fully understand that if we are not successful at becoming self sustaining, our unit may be disbanded and we will be left without jobs. 9. Conflict resolution: We agree to the following rules: (1) manage your own emotions; (2) talk to the person or group you are in conflict with; (3) ask a team member to mediate; (4) get the entire team involved; (5) ask the team coach for help. 10. Agreement? We are confident that all of us together are stronger than if we worked independently during this time of change and transition. We all take responsibility for managing the team as we rotate team leadership. Team members reported that they enjoyed the process and found that the dialogue generated closer relationships and that they use their agreement as a way of orienting new team members. The agreement has become a combination operations and personnel manual for the team. Summary: The critical part of a successful team environment is making sure everyone has the same vision before moving into action. The classic "forming, storming, norming, performing" stages that teams traverse is best resolved with an agreement. The agreement serves the norming function as members of the team agree on how they will work with each other, what their norms will be. The agreement reflects the resolution of their "storming." Exercise: What teams are you part of at work and within your community? Select a team that you are part of and prepare a team agreement. |
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