Getting more done with others over whom you have no control may be the most important skill to develop. The steps in the Team Orientation Process are proven to give a group of people the best chance of coming together as a high performance team. Accomplish each step in dialog among team members. The same list has been found to be worth re-visiting any time a team has lost energy or direction and needs re-orienting.

1. Team Orienta+on Process™

2. Execu+ve Summary
Ge8ng more done with others over whom you have no control may
be the most important skill to develop.
The steps in the Team Orienta+on Process are proven to give a group
of people the best chance of coming together as a high performance
team.
Accomplish each step in dialog among team members.
The same list has been found to be worth re-­‐visi+ng any +me a team
has lost energy or direc+on and needs re-­‐orien+ng.

3. Step 0. Take 100% Responsibility
Only one person can ensure you have a
great team experience.
Take Responsibility for:
• being on a great team
• deserving to be on a great team
• knowing how teams get built (and
how they don’t)

4. Team
Orienta+on
Process

5. 1. The TASK is the reason
Facilitate shared clarity about the team’s task,
purpose, or assignment:
• Ask the team’s sponsor what is wanted
and expected of the team
• Dialog with team members un+l they reach
complete shared clarity about what group
output (not individual output) is expected.

6. 2. Surface Member MOTIVATION
Align individual and team outcomes:
• Ask each team member to clarify what is in it
for them (beyond a paycheck)
• Acknowledge that unique personal outcomes
are held by each team member
• Explore poten+al compe+ng loyal+es or
commitments between the role on this team
and other responsibili+es
• Invite the group to commit to support each
member in ge8ng their individual outcomes.

7. 3. Promote Team AGREEMENTS
Make and keep agreements:
• With the team, develop 5 to 9
behavioral (i.e., observable) agreements
team members vow to abide by in
dealings with each other
• Consider mee+ng frequency,
procedures, and roles; workload
distribu+on; communica+on policy;
problem solving policy; conflict
resolu+on policy; etc.

8. 4. Clear and Eleva+ng Goal
To cra] a clear and eleva+ng goal:
• Understand the TASK is what must be
done; the GOAL is what makes it worth
doing
• Listen for the emergence of a stretch goal
that energizes the team to complete the
task AND delivers on each of the individual
outcomes
• Such a goal will o]en emerge from the
storming phase

9. 5. Discover what PEOPLE bring
Inventory team resources:
• Ask each team member to
discuss what they can bring to
the team in terms of skill,
experience, contacts, exper+se,
etc.
• Reinforce how each member’s
gi]s can bring value

10. Team
Orientation
Process
(abbreviated)

11. Think about it
As a leader…
Knowing how to get more done with others may be your
most important skill.
Do you have a proven and repeatable process for building any
team any +me?
Do you lead in such a way that people want to share
responsibility with you to get the project done?
Read more: Teamwork Is An Individual Skill: Ge6ng Your Work
Done When Sharing Responsibility, Christopher Avery
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