After writing down 5 values, you challenge them by asking the following questions for each value:
If you were to start a new organization, would you build it around this core value regardless of the industry?
Would you want your organization to continue to stand for this core value 100 years into the future, no matter what changes occur in the outside world?
Would you want your organization to hold this core value, even if at some point in time it became a competitive disadvantage—even if in some instances the environment penalized the organization for living this core value?
Do you believe that those who do not share this core value—those who breach it consistently—simply do not belong in your organization?
Would you personally continue to hold this core value even if you were not rewarded for holding it?
Would you change jobs before giving up this core value?
If you awoke tomorrow with more than enough money to retire comfortably for the rest of your life, would you continue to apply this core value to your productive activities?
👇ICEBREAKERS👇 05:03 🧻Toilet paper crusher or folder – Rakesh Kasturi 08:44 🧑🎨Art Remake – Margriet Buseman 12:29 🖌️Draw your Teammate – Robert Skrobe 15:21 🎨 Draw what teamwork looks like – Mehmet Karakus 18:14 🤔What is in the box GIF tournament – Sandy Lam 20:58 🐦Squiggle Birds Twist – Jason Ruud 26:19 🪑Grab a Seat & Marching Band – Andy Davis 31:39 🔢Bingo – Mardea Gartee
Every time a new team is formed, it takes time to grow from a group of people to a well-functioning team. In their journey to become a high-performing team, they need a shared understanding of the principles and values of each individual and the team. The most important principles and values can be summarized in a team manifesto, a social contract among the team members. A team manifesto is always built by the team itself. It contains a set of norms, values and behaviors that forms a solid ground for collaboration within the team.
Building the Team Manifesto
With every team I coach, one of the first things we do is building a team manifesto. Recently, I did this by using the Retrospective format ‘That guy, this guy’. The results were great! Therefore, I would like to share this workshop format with you.
Plan a timebox of 60 minutes with the entire team
Bring flip charts, sticky notes and markers with you
Create two flip charts with: ‘Don’t be that guy…’ and ‘This guy rocks!’
Explain to the team what the goal of this session and a team manifesto is
Ask the team members to write down characteristics associated with ‘that guy’ (the person that you don’t want in your team) and ‘this guy’ (the person that is a perfect team member) on sticky notes, individually and in silence
Let the team members explain what they wrote down and collect the sticky notes on the flip charts
Consider to cluster the characteristics, if there is a lot of overlap
Ask the team members to prioritize the characteristics, by dot voting on the ones they value the most for the team (every team member gets five dots to divide among the items)
Select the five to seven most important characteristics
Divide the team in three groups and give each group a set of characteristics
Ask the groups to describe what each characteristic means for the team
Let each group explain what they wrote down and adjust this with the feedback from the other groups
Summarize all parts of the team manifesto on one flip chart and invite each team member to commit to it, for example by writing down their signatures
Make sure the team manifesto is visible at all times
A team manifesto ensures that the team coherence improves. It is a common understanding about the desired behavior within the team, and what it means for them to be a team. Since the team has ownership over the team manifesto, team members will behave according to it and encourage others to do the same.
Since it’s such a tried-and-true format, there are plenty of articles on the Team Radar, with advice and emphasis added based on the author’s position and involvement with teams. Christiaan Verwijs of The Liberators approaches the subject from a facilitation perspective with a Scrum Master-y stance in 2017’s Retrospective: Do the Team Radar, while Petra Wille’s 2019 article The Secret Weapon of Retrospectives – the Team Radar over on Mind the Product is clearly written from a product managerial perspective. Use the best of both for your team’s next (radar) retrospective.