Present the team`s Canvas as a tool to guide team members and aim to better understand your team`s roles and values. Spend each step with the team and make sure you ask the questions for each segment. Encourage people to write their answers on Stickies and talk to the team about them. There are areas on which all teams should agree: 1. people and roles; 2. goals; 4. Object; 5. Values; 9. Rules and culture.
The remaining fields can be filled individually without any special need. Working Agreement To establish a working agreement with a team, this is a great opportunity for the team to come together and agree on how to work together and take responsibility and ownership together. Here, we discuss and agree together on our basic rules: the code of conduct that describes the type of work culture we want for our team. We work on this by describing how we should (and not) how we should behave while looking at the different aspects of teamwork: from how we organize our meetings and events, to how to resolve conflicts, distribute workload, work together, communicate, give feedback, etc. The goal is to create an environment in which everyone feels comfortable, without fear, expressing their opinion. Ask the team what its core values are? What do they want to be known as a team, within the organization or in the wider community? As the moderator of the meeting, you might be asked, „How are we going to answer this question? What are you waiting to tell us here?, etc. It is important to understand that the context of the canvas team created for the team rather than the content, and therefore all the answers are valid. Answer these questions cautiously: „How would you answer if you knew? What do you think should be the answer? Objective or mission It is essential for the team to establish a clear mission so that they can focus and clarify things. It should be related to the user and company strategy and it is usually a job for the product owner when the team has one. What the team delivers and prioritizes depends on its mission. Ask the team to share the key skills and resources available within the team. These can be difficult skills such as software knowledge, creative skills such as photography or interpersonal skills as a good mediator.
It`s good for people to share something about themselves, as well as important qualities they see in their teammates. If you have a global team or a remote staff, anyone can participate in the session with the interactive whiteboard tools (p.B. Sticky-Notes online) and participate as if you were face to face. Kelli, our PO, said: „We were unknown and we specifically deprived the people on whom we depended so heavily on basic amenities. Once we were able to get clarity from teammates who were tooth and nail, we were able not only to be more accommodating, but also to build a certain degree of confidence. We were able to complete part of the work time to counter the movement of women and allow the use of the canteen. This also in the month following the meeting of the employment contract, which leads the team to show up on time. Trust needs a lot of time to build. I would say that this day is the basis of a closer working relationship that develops to very tight in the course of 8 months.
I would say that the biggest success factor in the ongoing relationship with the Indian team has been to humanize it. After that meeting and over time, we began to engage on a deeper level, to generate a personal interest in them and to ask them what their weekend was like and what they were doing to celebrate the feast of X.