Consulting Tips and Tools

Teams, like individuals, gain confidence and velocity when they have a clear sense of purpose, support from sponsors, and a shared framework for action. Achieving this is particularly important (and particularly challenging) during start-up of a cross-boundary team.

In many organizations, cross-boundary teams are convened when a leader identifies desired results that require the inputs, perspectives, and capabilities of staff from a range of units.  (Typical cross-boundary team projects include process improvement initiatives, strategic planning, or  new product development.)  The initiating sponsor may or may not take on direct  leadership of the team’s work.  As the team forms, therefore, it is essential to clarify and translate the sponsor’s mandate into terms that make sense to team members.

The team’s Charter can be a valuable tool for doing this.   Savvy leaders can also use the process of Charter development as a way to orient team members, develop a sense of Team identity, clarify goals, and build the buy-in that is essential to team performance.

What Does an Effective Charter Contain?

The following seven sections group key questions for the team to consider as it defines its purpose, expected results, and method of operations.  Answering these can assist rapid generation of content for the draft Charter.

Purpose and Context or Rationale

Why does the team exist?  Who and what does the team serve in the larger organizational context?  What is the overarching outcome it is expected to produce, and what are the anticipated benefits of its work?  Clarity at this level will help team members understand the team’s mission, and why their contribution is vital.

Scope of Work, Results to Be Produced, and Accountability

Within the framework of the team’s purpose, what are the specific results it must produce?  Stating these results in measurable terms (with owners and due dates) can describe both the scope of team responsibility and standards for its success.  Who is the team’s sponsor, and to whom is the team accountable?

Team Composition, Roles, and Responsibilities

Who’s on the team?  Listing team members, along with their role and responsibilities, both explains expectations and publicly acknowledges contributions.  Be sure to clarify how team members are expected to interact or communicate with members of their “home” unit regarding the team’s work.  And be sure to describe the team leader’s responsibilities for communication between the team and its sponsor(s).

Team Authority, Boundaries, and Resources

What is the Team authorized to do in accomplishing its assigned results?  What are the limits of its authority, what actions require prior approval, and who can provide this approval?  What resources (time, budget, access to staff support and equipment or facilities) are available to support its work?  What resources are available if members face competing priorities and must modify current responsibilities to accomplish expected team results.

Team Operations

How will team decisions be made, documented, tracked and communicated?  Within this section, the team can outline internal communication lines, as well as how it will involve and inform its sponsor and other major stakeholders inside and outside the organization.

When will meetings take place, and what is their anticipated frequency and length? What are the “rules” for sending informed and empowered substitutes if a Team member cannot attend?

How will the team track, monitor, and communicate progress? How will it negotiate change in the Team’s Charter,  member role and responsibilities, or plans should this be needed?

Evaluation of Success

What are the criteria for evaluating the team’s performance? (In addition to achieving anticipated results, criteria could include increase in effective cross-boundary collaboration, higher organizational morale, identification of opportunities for additional organization-wide resource sharing, etc.)

How will individual and team success be acknowledged, celebrated, and/or rewarded?

How will final results of the Team’s work be communicated throughout the organization, and to other stakeholders?

Sunset, and/or Renewal

What is the anticipated date when the Team is expected to complete its work, and will either sunset or be renewed?  How will this decision be made?

Using the Charter to Boost Team Buy-In

Clarifying the Team Charter can establish a shared framework for collaborative action. The process for developing the Charter plays an important role in encouraging buy-in and commitment.  Consider the following two methods:

1.  Team Leader and Sponsor draft key sections of the Charter for Team review & dialog.

2.  Team members discuss the questions and draft their answers for review with the Sponsor.

Which would work best for your team?  Either approach can be effective, because both promote dialog and shared expectations regarding the Team’s mandate.  Because of the number of people involved, Method #2 will likely take more time.  This method may be worth the time it takes, however, if you want to develop clarity among all members regarding the team’s mandate, expected results, and member responsibilities.

Susan and Randy

© Aligned for Results, LLC

This entry was posted on Sunday, February 22nd, 2009 at 10:04 am and is filed under Outcome Setting and Contracting, Teamwork. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.