3. Thematic agreements for different aspects of cooperation You can focus discussions on different topics in order to make the agreements more precise. For example, you can create different sets of agreements for 2) As soon as you design a process that meets these goals, sketch out the context and parameters of what your team needs. For example, create an agreement: it`s also important to describe the behaviors that team members need to adopt to make each other accountable to team agreements. And most important of all is that team values and team agreements cannot be dictated to the team by a manager. Only your team really knows what they need, so outside influence should be kept to a minimum. I found bob Fischer`s exercise on team agreements interesting. Here it is, converted and adapted to a simpler and more feasible “guide” format. When we were all done, we took the opportunity to talk as a team about each detention note. And the things we agreed on were placed in a Google Doc. At first, I remember it was a relatively painless process.
There was no real disagreement on something for which we only set the ground rules. What is the expected reaction time? And how to give each other feedback? And what tools would we use to communicate? It is therefore only a fundamental sentence of fundamental rules. And the idea was that we would evaluate them regularly. If your going remote plan involves the need to convince your boss, the first step is to fill out the questionnaire for individuals: Are you ready to work remotely? This is due to the fact that the ammunition you need to convince your boss comes from your announced yes answers to the various questions; These answers will show that you have what it takes to make your remote business a success. (Ideally, you have very few items – if at all – in your warehouse NOT BEFORE you broach the subject with your boss.) This exercise allows all participants to easily establish, discuss and cultivate team agreements. It can work well for co-located or remote teams. We can avoid some of the fundamental misunderstandings through the process of establishing a team agreement: a fundamental set of expectations for cooperation. .