Cautionary agreements really cannot be mandated. All members must conclude and share the contract together, as the lack of buy-in will prevent contract work. It is also important for management to model the desired behaviours in the agreement or for the team to quickly realize that the agreement is not being implemented fairly and/or that it is considered important. So team agreements. In many interviews I do with remote teams, I hear that creating a set of basic rules helps to reduce misunderstandings. Through my workshops, I learn that very few companies have team agreements. So I wanted to talk a little bit about the process and the experience of the Happy Melly team, which is completely isolated in the hope that it somehow shows how to establish a team agreement and what the process might look like to you. Phil Montaro from all over office led me with a policy he created for team agreements, and he called it the ICC workflow. I have definitely talked about it in the past. And it represents the breakdown of your work into three categories: information, communication and cooperation. So you would actually ask the team what kind of information you need for the projects you are working on, what types of communication you use to do your job, and how they know what everyone is doing.
Meetup`s product manager, Giff Constable, has published the team agreements of one of his former teams in table form. Phil Montaro, of The Anywhere Office, has introduced a policy for a team agreement called ICC Workflow. This process divides work into three categories: information, communication and cooperation. The idea is for the team to define the information they need for the projects they are working on, the communication protocols needed for their work, and the tools they need to let each team know what the other is working on. Availability protocols are part of a team agreement that clarifies how people communicate, when they are present and are available to respond to communication tools such as email, chat and calendar applications. Each team consists of a certain combination of personality types. And with these unique personality types come different types of processing and information transmission. To act as a team, it is important that everyone communicates. Just as an orchestra tunes in before a concert or an athlete warms up before training, tuning a virtual team helps put everyone on the same side. Step 3: Create your team chords Once you have all the votes, look for cards with the highest number of votes. Those who have won all the votes are definitely part of the team agreements.
For those who do not have consensus (all votes), ask team members who did not vote for them if they can still support them and live them democratically. And for those who have few voices, prioritize and have a conversation. Most of the time, these elements are either included in something else that has already entered the team agreements, or they are modified and then modified in the final document. At the end, each participant signs the document as a symbol of respect for the team`s social contract. Eliminating time zone dependency for synchronous communication requires some significant changes in the way your team works. For some types of work, this move might be a little easier. Customer support teams with queues for people can easily expect team members to roll in the queue while others roll. Even for more collaborative teams, such as software development, marketing or distribution, studying and interrupting the work to be done can lead to practices such as software developers discovering the starting state so that another developer can get it back when they start working. or a member of the marketing team who provides treatments or feedback on written materials that someone else can review when they are back online.