1. Just-in-Time Management Advice
WILY MANAGER
Just-in-Time Management Advice
Team Charter

2. Agenda What is a team charter Components of a charter
Go through each components
3 things

3. Team Charter
Although it might include other sections, a team charter has these standard components:
Purpose
Accountabilities
Operating Guidelines (Ground rules)
Goals
The purpose, accountabilities, and goals sections establish what the team needs to achieve.
The Operating Guidelines section lays out how the team is going to achieve them.

4. Team Purpose Statement
The purpose defines the focus of the team's efforts by explaining why the team exists and how it supports the organization's goals. A well-written purpose statement includes:
Who the team is.
Why the team exists.
What organizational goals the team supports.
How the team adds value to the organization and/or customers.
The purpose defines the focus of the team's efforts by explaining why the team exists and how it supports the organization's goals. A well-written purpose statement includes:
Who the team is.
In specific terms, why the team exists.
What organizational goals the team supports.
How the team adds value to the organization and/or customers.
As you work with your team to develop the purpose statement, ask the following questions to prompt their thinking:
What is our team's job?
What organizational goals do we support?
How does our team add value to the organization?
What will change in the organization because of our team?
What problems or opportunities are we to address?
What would happen if our team did not exist?
Here is an example of a purpose statement for a manufacturing team:
The Oxygen Furnace Assembly Team will contribute to the profitability and growth of Oxygen Furnace, Inc., by assembling furnaces within six sigma standards while maintaining fast assembly times and low manufacturing costs.
Team Purpose Statement:
The Area Leadership Team …

5. Team Accountabilities
Accountabilities are the team's main deliverables.
Well-identified team accountabilities, provide a list of the team's main responsibilities and outputs. Think outcomes not activities!
Accountabilities:
The Area Leadership Team is accountable for:
xxx
Accountabilities are the team's main job responsibilities. Well-identified team accountabilities:
Provide a list of the team's main responsibilities.
Act as a job description for the team.
Describe tasks, duties, or outputs required to fulfill the team's purpose.
Team members should answer the following questions when drafting team accountabilities:
What are our main job responsibilities?
What tasks do we complete daily to fulfill our purpose?
What duties is our team accountable for?
What outputs must our team produce?

6. Team Operating Guidelines
Operating Guidelines are stated as behaviors so that all team members understand what is expected of them. It's important that everyone on the team agrees to and supports the guiding principles.
Operating Guidelines define agreed-upon behaviors and expectations, such as how team members:
Approach work.
Treat one another.
Make decisions
Run meetings.
Operating Guidelines are stated as behaviors so that all team members understand what is expected of them. It's important that everyone on the team agrees to and supports the ground rules.
Operating Guidelines define agreed-upon behaviors and expectations, such as how team members:
Approach work.
Treat one another.
Make decisions.
Examples: (from my HR team)
We work collaboratively, spending meeting time in working sessions vs. download. 80/20 rule … 80% working session 20% download
We work on projects that involve the entire team, across all business units
We trust in each others abilities and hold each other accountable to our commitments
We share information freely and completely within this team, this allows us to get our work done more quickly and efficiently, sharing responsibility as a team and not avioding accountability as individuals. This also prevents us from duplicating work.
We delegate work to the appropriate resources on the team or in the organization, the lower the better.
We use meetings to create actions to improve the business and our team effectiveness. If a meeting topic does not generate actions it was likely not the best use of our meeting time
We determine meeting agenda's as a team and get alignment on agenda topics well in advance of the meeting date (1 week min)
We share meeting responsibilities, facilitating topics, timekeeping, note taking, preparing the deck etc.
We leverage meeting time to candidly debate and decide how best to execute Division priorities in the field. We provide feedback when required and modify execution when appropriate.
When working with clients we strive to operate more like trusted advisors and less like priests and police. Leading with questions rather than directions.
We look to build the credibility of the HR function in our actions with our clients and with each other
We understand and respect each others different styles and preferences. This is reflected in how we communicate with each other and how we work.
We regularly step back and review our planning and priorities. We spend more time on what is truly important and as little time as possible on "checking the box"
We have FUN!

7. Goals Direct line of sight to the Team Purpose and Accountabilities
Own or Control
Measurable and specific improvement in Cost, Quality, Speed, Frequency etc.
Actions (What, Who, By When)

8. Summary Team Charters can be extremely helpful in these 3 situations.
Accelerating performance of a new team
A team who is “spinning their wheels” and not making much progress
A dysfunctional team or a team experiencing unproductive conflict or resentment.