My first experience in building teams came when I worked with Joe Justice. He taught me everything about building a team, creating a working agreement and the right start. Since then, I have created dozens of teams and have constantly optimized the process to improve it over time. A work agreement is a short set of guidelines developed by the team for the team and set out the team`s expectations. A well-written agreement should help establish a clear and common understanding among all team members of what they recognize as good behavior and communication. It is usually referred to as a single “working agreement”, but in reality it consists of many individual agreements for each topic or problem. There is no official or correct way to create work agreements, so Steve uses the approach I share in my workshops. As usual with a Scrum Master, good preparation pays off. Consider informing the team in advance of the categories/areas of the agreement. Work conventions are often used in the context of Agile, but can be used by any team. Thanks to the work agreement process, teams are more aware of the interaction between individuals.

For further reading and examples of work agreements, we advise you to describe the purpose of the exercise. I am happy to use the following introduction and description of what a working agreement is and how it can benefit a team: after a few rounds of proposals, if there is no consensus on a particular point, go on – you cannot reach an agreement in this area at the moment. Consider reviewing the article the next time working agreements are reviewed. At first, encourage discussion within the team and empower everyone to propose, accept, and reject a deal. Note that you can`t get people to change their feelings, but you can focus on (opposable) behaviors. Given the friction that has taken place so far between some team members, he opts for a 1-2-4 model[3] to discuss possible agreements. This model aims to ensure that everyone has a voice in the process: after all, you should look back and iterate about the effectiveness of your work agreements in order to improve your team`s results. It is important to remind the team that these actions are not even triggered.

They can (and should) change if we learn more about cooperation. Retrospectives are the right time to take action that will change an existing working agreement if we recognise that this is an obstacle to better cooperation. However, in my experience as an agile consultant, the most productive product development teams all have one thing in common: consensus. They all felt involved, listened to and respected and could clearly establish the link between their individual goal and the vision of the product or project. When I thought about how to improve this workshop, I saw a lot of different ways to use the Lean Canvas layout for different purposes. The most important factor in developing a teamwork agreement is to identify the challenges your team is facing. Test the unique challenges of collaboration for your team, and then focus on solving them specifically. If you opt for a teamwork agreement, the most important thing is to make sure your team is fully involved in the whole process. Make sure that any “itchy” or unpleasant topics will be dealt with and that the agreement will be placed in a place that is easily accessible to the team. Your teamwork agreement must be easily accessible and accessible to all team members. It`s easy to forget something you`ve only seen once in a meeting. Find creative ways to bring the key elements of your agreement consistently within reach of your team..

. . .