On the other hand you can often make simple changes that yield big gains in the results that you achieve. Whether you are new to leading a team or looking for a refresher, I invite you to sign up for the Transforming Your Team Leadership Audio Masterclass. New team leaders need to learn a new vocabulary and new techniques to transition successfully from an individual contributor role to a team leader role. Occasionally a team takes its own development very seriously and wants to raise the quality of its communication and decision making to the next level. When facilitating senior teams or high-stakes projects , good facilitation skills are simply not enough. I never facilitate a team unless they have first met with me and I gain their agreement to use my approach. Situational Leadership® II (SLII) is recognized as both a business language and a framework for employee development that transcends cultural, linguistic, and geographical boundaries.
Bringing together highly engaging classroom activities with pre- and post-tools helps reinforce, measure, and cement learning. Emotionally compelling videos, leveraging Hollywood talent, draw learners into character challenges, helping link content to practice and showing them the painful ramifications of not using SLII. Learners are taken to the edge of their comfort zone and participate in challenging activities that require them to demonstrate their familiarity with SLII content and teach them how to integrate material into their own personal leadership style. A self-study, momentum building video called The Power of SLII drives excitement and anticipation on the front end of learning and managers can use it as a refresher with team members so that everyone can learn the language of SLII.
Access to videos, game cards, conversation starters, and streamlined participant materials include a new 12-module SLII Challenge, SLII Fitness Test, Goals Worksheet, SLII Worksheet, and One on One Worksheet. Victor’s team had recently delivered a couple of large projects, and he was pleased with their performance. When I suggested creating a Team Charter, he told me, “Planning is fine, but I’m all about action. When people initiate action, they assume greater responsibility for ensuring a successful outcome.
When people take random action without clear agreements with others, they are likely to waste their time and other’s as well.
But… going slow in the beginning can help you to go faster sooner – faster in the right direction, with smarter decisions. The discussion itself is as important as the answers because through the discussion, team members understand each other’s viewpoints better and develop a deeper sense of trust. What shared values are needed to guide how we approach our work and how we work with each other?
What is the team’s decision-making authority?  Do any decisions require outside approval?  If so, how will approval be obtained?


What decisions can be made by subgroups and what decisions need to be made by the whole team? Who are the members of the team and what are their primary areas of expertise?  Is any other expertise needed?  Are there any other groups or individuals that need to be represented or consulted? Update your Team Charter as new goals are set and new questions arise about how you need to work together. Many teams get bogged down in details and never reach their full potential because they have not created clear expectations around how they will work together.
The charter is fabulous because it captures all the critical pieces in one place and reminds us of each important piece.
It takes emotional intelligence to understand your natural preferences, and then use your experience to decide when it makes sense to put them on hold. A workable tool for a team to use for getting (or creating) a clear picture that will help getting results faster and smarter.
It is a useful tool for existing teams to surface and get clarity on issues that prevent them from reaching their full potential. Thank you for this tool and the depth in which you have covered this topic by virtue of your embedded links. It is so helpful to document these understandings and agreements in writing, and then use the Team Charter to evaluate functioning and progress. As a leader, the model above provides a very practical framework for monitoring and acting within teams. Pietro Piumetti on Depending on the SituationPietro Piumetti on The World’s Best Militarysam6428 on Depending on the SituationPorsche A.
These new techniques include hiring, performance management, strategic thinking, and meeting management.
Sometimes the group can get stuck or interpersonal conflicts may come to the surface or need to be addressed. Based on this principle, it’s the group members who get to decide if they want me and in what way they would like me to add value. Its foundation lies in teaching leaders to diagnose the needs of an individual or a team and then use the appropriate leadership style to respond to the needs of the person.
Short, fast-paced learning scenarios using real work problems capture learners' attention. The SLII Diagnosis App for smart phones and mobile tablets enables diagnosis and coaching in real-time and can be shared with team members.
But there was feedback that they were feeling burned out, and two people had recently requested transfers. Before you blame each other, make sure you have clear agreements on the elements of a Team Charter.


Taking time to get clear agreements can save you a lot of time with duplication of efforts, heading in different directions, and with the many other issues that arise from lack of clarity. Another benefit of this conversation is that team members see the larger picture of how they are working together and gives them a way of measuring their impact on the project and on each other. It is most powerful as a discussion guide, but the agreements should be written down and made available to all team members.
One is never too old or long in a profession to not renew and reaffirm ones understanding and commitments to ones profession. As the team gets smarter about what is needed, the Charter will be added to and sometimes modified.
A lot of teams are getting further and further behinder because they’ve been going hurrydier. All team members can take ownership of the charter and be accountable to each other for the role they play in the team.
The act of having these conversations and making these agreements is what creates shared ownership and accountability.
Our team leadership programs provide structured practice opportunities to hone these skills to become an effective leader. There are also occasions when a group needs some theory or a model to highlight why they are struggling to make progress. Because I always aim to model my approach, the team will get to witness first hand the way I facilitate in the preliminary meeting, and therefore they can make a free and informed choice based on live evidence of my capability.
Often what appears to be interpersonal conflict is resolved once assumptions are surfaced and clarified. I am all about action, but have burnt my fingers enough to refrain from rushing in without having thought through what it is I want done and why? They might not develop the best charter (assuming that’s possible), but they would own it and live it. There is some information that could be supplied by the team leader or whomever has charged the team with its task if this is a project team, but the team needs to make clear agreements about how they will work together, identify any questions, and clarify the information.
I think teams in general don’t give enough attention to how they will resolve or management conflict that surfaces (which it inevitable will). Defining processes for problem solving and conflict resolution in advance makes it much easier to deal with issues when they do arise.



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