When Who Wants to Be a Millionaire first began, one of the lifelines was “Ask the Audience”. This was used when the contestant needed help with an answer. Author James Surowiecki, Wisdom of the Crowds, writes that this lifeline was right more than 90% of the time. Why is that? While it’s not perfect, asking the audience (bringing in more minds to tackle the question) increases the chance of knowing the correct answer! The more people you bring into the challenge, the more effective the solution will be. This is not just the case for a TV quiz show but holds true in the work world as well. Using a team approach expands the number of people working through a challenge or putting together an event, increasing the wisdom available. You may be thinking, yes, sure, but how do we ensure that our team will work well together? Making use of a team charter can provide a framework to support the task. Never used one before? No problem! Read on to discover the ins and outs of a team charter and how using one can set you up for success.

What is a team charter?

By definition, a charter is a document that outlines the conditions by which an organized body operated. A team charter can be described as a document that identifies a group’s skills, goals or mission, values and limitations or barriers to success. There are many different components to a charter but the main thing is that it is a specific document to which each member of the team contributes.

What do we include in a team charter?

There are many different formats of charters and the following should be considered:

• Team name – this may be as formal as a specific department or task title or an informal and creative name!
• Team members.
• Supporting members or contributors.
• Date – one great thing about a team charter is that it can be used from the beginning of a project or can be used to bring some life into a floundering project that’s already in existence. There is no set length of time that needs to be included.
• Team members’ skill inventory – this is an area where individual members can identify what skills they can or want to contribute.
• Team vision, mission – this does not have to be a formal mission statement and is simply a clear and concise reason for the group to be in existence.
• Team values – what are the values by which the team will operate and what behaviour will be related to each of those values?
• Project goals.
• Potential barriers and/or risks – what risks might be identified that would prevent achieving the goals? Are there mitigation strategies that could be employed should the barrier be faced? Is there anything that could be implemented before anything goes off course to prevent the barrier?
• Team agreements or ground rules – identify how the team will conduct itself, how will the members interact with each other, collaborate and support each other.
• Assigned roles – are there specific roles or tasks that will be assigned to specific team members? If that member is unavailable, is there someone else that steps in?
• Contact information – sharing the individual team member’s contact information and their preferred method of contact.

Not all of those components are required and that might be the first task of the group! Review the list and discuss what to include.

Do we actually have to write this down?

It is beneficial to work through developing and adding content to a document, yes. Though the medium of the product may be adapted to suit the needs of the group. Maybe this is a shared Google Doc that people all contribute to from their own physical location. Maybe this is a flipchart, or series of flipcharts, left up in a common workspace. Perhaps this is a collage crafted by members of the group using a visual representation of the content. Whatever format will best capture the information and provide the framework for the team is the way to go. 

Once the team charter has been developed, it might be helpful to refer back to it as the team is forming or re-grouping with this in place. Like any document, the more it can be brought into the conversation, the better chance it has to do its job –  guide the development of the group. Remember, including more people in a solution will reap more effective rewards. A Team Charter is one tool that can be used to bring that group together!

Megan Foster is passionate about helping leaders inspire and energize their team members. As the founder of Mosaic Engagement, she is on a mission to motivate organizations to harness the expertise and creative power within their own team. Learn more at www.mosaicengagement.ca.