The document outlines a team orientation process aimed at developing high-performance teams through a series of clear steps. Key steps include taking responsibility, facilitating shared clarity on tasks, aligning individual motivations with team outcomes, establishing behavioral agreements, setting clear goals, and inventorying team resources. The process is designed to re-energize teams that have lost direction and to enhance collaboration among members.

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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