Team working agreements can help your teams reach levels of performance that might have seemed out of reach.
One of the toughest challenges that leaders face is curating a harmonious, creative, and productive workplace culture. It’s not unusual to hear stories about missed deadlines, under-performance, and unmet targets, but there is a simple remedy to these problems – team working agreements.
These agreements can help your teams reach levels of performance that might have seemed out of reach. It’s a social contract between colleagues that outlines how they want to work together and what they expect from each other and the working environment, cultivating an open, safe, and productive workspace.
This simple practice inspires discipline and accountability, wins investment from your team, and encourages a positive dynamic. It quells conflict and limits disruption while everybody works towards the same goal in a structured but autonomous manner.
Teams must design their own working agreement in order to achieve the desired outcomes. You can’t mandate this working agreement and then expect your employees to invest in the same way. When somebody else creates the principles, it leaves room for interpretation, assumption and lack of understanding, which renders the exercise pointless. It might even foster resentment against unwelcome processes.
You infuse accountability into the agreement when each member contributes and shares in its creation. Success depends on all of the team members having a voice, working together and coming to a consensus. Afterwards, when a team member isn’t pulling their weight, or breaks the agreement, the team can govern themselves through the agreement and resolve the problem without conflict. Everyone understands their commitment to the team and the desired outcomes.
Get your team together for a brainstorming session to figure out these boundaries and expectations, then ask them to create their own working agreement. Hand members the responsibility of choosing their way of working. Let them decide the elements that fall within their expertise and remit and those that belong to another team.
We’ll jump into the broader benefits of team working agreements, but first, let’s look at some crucial points you must consider once the ink the dried on the compact.
Your teams need free access to the agreement. It doesn’t matter how to choose to do this. Everybody has their own style. Some teams print and display the document in a visible position where nobody can miss it, while others digitize and keep the record inside their storage system. Wherever you decide to keep the agreement, make sure it’s available for your team to address whenever needed.
These agreements are free-flowing, living documents that change over time. Members can suggest changes to the contract based on real world events. You can create a process where people can have these conversations and make team-based decisions. Plan periodic reviews throughout the year and revisit the guidelines when new members join, somebody leaves, or when any particular agreement is continuously out of alignment and demands reform.
Businesses often embark on productive pursuits like this, then shove the half-baked results into a drawer and forget about it. You don’t want this to become an exercise in futility when the results can elevate performance and results and workplace satisfaction to unprecedented heights.
Team working agreements bring a stream of tangible and intangible benefits that lay the foundation for trust-building, open communication, and accountability across your entire business. Let’s look closer at some of the positive outcomes you can expect.
It seems counter-intuitive but setting rules, especially when your employees design them, provides everybody with the freedom to be creative and thrive in their role. Boundaries remove some of the available options and the resulting choice paralysis. Constraints break people out of the box and wrap shackles around their feet, forcing them to think differently and more efficiently.
Sometimes employees feel inclined to take on work that sits firmly outside their remit. You can rarely attribute this behavior to nefarious purposes, but the outcome can be detrimental. Your agreement defines who performs specific tasks while labeling responsibilities that fall wide of that team’s obligations. You want the best person for the job to achieve the best results.
Some employees find it difficult to reach out to colleagues and delegate tasks, or ask for help, even when it’s the right thing to do. Because boundaries are written into the agreement, everyone understands what is acceptable and even expected as a team member, so this person can handover the assignment without worry. Their colleagues will encourage and readily accept this conversation thanks to the mutual commitment signified in the contract.
Most people despise conflict and do everything possible to avoid confrontation, which can curtail productivity, breed contempt, and harm your business. Your agreement minimizes friction by providing a template for resolution before problems arise. Even the most contentious of teams, made up of clashing personalities, can produce great results.
Creating these agreements demands open conversation about how individuals want to work together. Members share perspectives on good behaviors that should be encouraged, behaviors that people dislike, and personal preferences that ensure everybody understands the best way to collaborate. These conversations erase assumptions that could lead to miscommunication and friction.
Working agreements double up as an on-boarding document that eases fresh members into your teams. Your new employee will get an immediate idea of the dynamic, discipline, and working style. Instead of flustering and feeling anxious about their role or who to speak to in certain situations, they can look at the guidelines laid out in the agreement.
Self-organized teams represent the holy grail for many businesses and team working agreements provide the steppingstones to achieving this goal, but leaders must step back to let the magic flow. Team discipline comes from the willingness to work together as a group and hold each other accountable.
Leaders are charged with facilitating the working agreement, as employees go about business like a well-oiled machine, instead of micromanaging and creating confusion. We all sat down together, discussed and agreed to our own team practices, boundaries, and expectations, which put the responsibility into team member’s hands.
These agreements aren’t designed to mandate how your employees get their work done. Instead it empowers then to drive towards success in a way that works best for them. You implement them to provide teams with self-imposed guidelines that nurture accountability, productivity, and relationships. Employees thrive in this work environment. They find joy in seeing the fruits of their discipline ripen before their eyes.
Creating the team agreement takes little time but delivers significant results when done right. There’s no reason to put it off. Build a workplace culture that people want to be part of and observe as your employees’ happiness, performance, and results improve.
Don’t waste another second. Get started right now and download our free template. [Download PDF]