A work agreement is a common set of expectations that a team creates to understand how it will work together and interact. For many teams, this is a valuable advantage. However, the teamwork agreement becomes even more critical when team members work remotely. Depending on the team or the work phase, work agreements may vary and should be modified to reflect changes in the nature of the work or work environment. It should also be reviewed regularly and updated on the basis of learning. Work agreements are often used in the Agile context, but can be used by any team. Through the work agreement process, teams are given an increased awareness of the interaction between individuals. At the beginning, you encourage discussion within the team and allow everyone to propose, agree and reject any agreement. Note that you can`t get people to change their emotions, but you can focus on (opposable) behaviors. It`s also a good time to gather feedback from the team on the usefulness/effectiveness of this format for future use. This can be done through a five-way vote. 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. Many other things have emerged. For example, meeting protocols and ways to improve our feedback process and how many people are struggling with OKRs and what we could do to make this process a little easier. And we found out that we didn`t have each other`s phone numbers, which was interesting. One day, all the Chadian communications came back, and he realized that he could not make anyone on the team known because he had no way of communicating with us. He didn`t know our phone numbers. Nothing that has happened before, but he just stressed that it would be a good thing to have. So I would say that even though the Happy Melly team was already a happy and functional remote machine team, well-oiled, we always found ways to align and improve by checking our assumptions together. And it really made me realize that, whether you`re starting with a new team on a new project or working together for a long time, developing a team agreement and compiling those assumptions can really help form the glue that connects your team.
Section 11 is our last section in which we list the details of our events. This includes the time and place, as well as all the other important people who need to be present, who are outside the team. At Scrum, for example, we always want the customer to be represented in the Sprint exam so that we can get a direct feedback on the disintererction of the product the team has created. 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.