| How many times have you been on, or heard
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| | It means that subject matter experts can
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| about a team that got frustrated? Or
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| | best be identified and invited to
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| felt like they weren't making progress?
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| | participate in the beginning and a
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| Or weren't completely clear on what they
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| | charter helps make that
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| were expected to do? Or didn't feel like
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| | happen.- Resources needed. What budget
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| they had support from those above them?If
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| | of time and money will be needed for this
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| you are like me and most people I know,
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| | project? What other resources will be
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| you are nodding yes to one or more of the
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| | required?- Authority. What level of
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| questions above.There is one single thing
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| | authority on spending does the team have?
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| that can alleviate or eliminate these
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| | What authority do they have for other
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| challenges and get the team off to a
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| | resources? What approvals will be
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| solid start. That single thing is a team
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| | required and by who?- Agreement. Once
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| charter.What is a Team Charter?A charter
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| | all of these questions and items have
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| is a document that describes the purpose,
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| | been documented, your charter should be
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| boundaries and agreements of the team
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| | signed by the team sponsor and each team
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| (the details are below). It is
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| | member. This will cement the agreement
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| co-created by whoever is sponsoring or
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| | and make it easier to hold people
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| forming the team and by those who will be
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| | accountable. It also ensures that every
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| on the team. The power of this document
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| | team member understands and is on board
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| comes from the conversation and
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| | with the complete charter.How do I
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| agreements that are recorded on
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| | Implement a Team Charter?Because there is
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| it.Because the power comes from the
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| | some structure required, typically a
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| agreements that are reached, the format
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| | leader who is forming or sponsoring a
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| of the document itself is less important
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| | team would initiate the process. If this
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| than the conversation. Whatever the
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| | doesn't happen in your organization don't
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| format, the components in the next
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| | use that as an excuse! Whatever your
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| section should be considered.What is
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| | role you can gain support for having a
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| Included?Team charters should address the
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| | conversation that leads you to the
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| following areas and answer the related
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| | clarity and agreements that a charter
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| questions.- Purpose and Alignment. Why
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| | will provide.Get the team together along
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| is this team being formed? What purpose
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| | with the leader who formed and/or is
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| will it serve? What challenge, problem,
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| | sponsoring your team. Have a
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| issue or opportunity will it address?
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| | conversation about the eight items above,
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| How is the work of this team in alignment
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| | documenting your agreements. You may be
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| with the larger goals and strategies of
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| | able to finalize a charter in one
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| the organization?- Goals and
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| | meeting, or it might require people to
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| Expectations. What are the specific
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| | gather more information before finishing
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| goals for this team? When will we know
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| | - do what makes sense given the size,
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| we have completed their work? Who are
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| | complexity and importance of the team's
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| Customers and Stakeholders of the team's
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| | output. Remember all time invested here
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| work? What are their needs and
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| | will be repaid many times. Resist the
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| expectations? What are the obstacles or
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| | urge and tendency to "get this done and
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| challenges that can be seen at the start?
| |
| | get on with the work."Once the document
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| Make sure to state the goals clearly
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| | is created, have all parties sign it as a
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| with measurable outcomes and
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| | way to signify commitment to each other.
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| timelines.- Roles. Who is the team
| |
| | Then keep the document fresh by referring
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| leader? What is their role? Who is
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| | to it in team meetings and making sure
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| responsible for facilitation, logistics,
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| | that you stay on-track with the
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| and information management? Who will be
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| | boundaries and guidance it provides.
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| responsible for communication to
| |
| | Recognize too that as time moves forward
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| stakeholders and the team sponsor? How
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| | you may need to make adjustments,
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| will each person be involved in decision
| |
| | clarifications or changes to the charter.
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| making?- Approach. How and when will the
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| | This is perfectly fine as long as all
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| team meet? What are the norms or ground
| |
| | team members and the leader and sponsor
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| rules that the team will agree to? How
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| | are in agreement and "sign on" to the
|
| we make decisions? How will we hold each
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| | changes.Be ForewarnedWill creating a team
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| other accountable for these things and
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| | charter take time?Absolutely.Will some
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| for task completion? Who will
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| | people want to stop talking and get
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| communicate team progress and to whom?
| |
| | started?For sure.Recognize these facts
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| Your charter should also include a high
| |
| | but remember an even bigger one - time
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| level look at the major phases or
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| | spent collaboratively building a charter
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| milestones in the life of the team and
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| | will be repaid in reduced frustration,
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| outline those.- Skills and expertise
| |
| | improved productivity and better
|
| required. Make a listing of the skills
| |
| | results.Kevin Eikenberry is a leadership
|
| and expertise that will be required for
| |
| | expert and the Chief Potential Officer of
|
| team success. Identify the individual on
| |
| | The Kevin Eikenberry Group ( a learning
|
| the team that can provide those skills
| |
| | consulting company. To receive a free
|
| and perspectives. Identify any gaps in
| |
| | Special Report on leadership that
|
| skills and determine a way to attach
| |
| | includes resources, ideas, and advice go
|
| those skills to the team through other
| |
| | to or call us at (317) 387-1424 or
|
| resources. Adding these skills doesn't
| |
| | 888.LEARNER.
|
| mean you have to add people to the team.
| |
| |
|
