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