One way to do this is to organize a meeting and create an online note card. A title s. “Information,” “Communication” and “Cooperation.” Take about 15 minutes to invent questions in each category. Some questions you can ask are: instead of restarting the ICC workflow from scratch, I decided it would be easier to go through the Google document point by point of what we had decided last time, and just take a look at everything we wrote and decide on its relevance. And I admit it was a bit difficult to get on the list. So I wonder if there`s a way to make it more fun. But even that highlighted some differences in the way we use the tools, and it gave us an opportunity to clarify some of the assumptions that were very interesting. For example, Chad, our illustrator, it [inaudible – 05:02] Status updates, and other people are very attentive and really watch it every day. This kind of thing is good to know, because if you want to communicate something important to Chad, you have to mark it specifically in an update, and I had done it, or use another tool where it attracts more attention. One of the assumptions we encountered was [inaudible – 05:24] which assumed that when she made Slack status available to a person, she thought she was online and available for questions. But it turns out that most people on the team don`t hold their Slack status properly. I am one of those people, for example. I only opened it in my browser all day, but I disabled all the notifications.
So it`s open, but when I work on something else, I don`t know. Clarifying this assumption prevents her from being frustrated in the future if she does not receive an immediate response from people because she knows she cannot assume that they are online. This meeting agenda model helps remote teams create a “working team agreement.” It is a living document that defines expectations and agreements on how a remote team will work together. Together, you develop basic guidelines for cooperation to avoid costly misunderstandings. 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. Phil Montaro from all over office led me with a policy he created for team agreements, and he called it the ICC workflow.
I have definitely talked about it in the past. And it represents the breakdown of your work into three categories: information, communication and cooperation. So you would actually ask the team what kind of information you need for the projects you are working on, what types of communication you use to do your job, and how they know what everyone is doing. DOCUMENT THE THINGS YOU DO AND DON`T AGREE ON. Once you`re done, you`re talking about each score as a team – which is important in all three areas. Things you can agree on pon go into your official team agreement (use what tool your team wants to document: Google documents, Word, Wikis, etc.). In every team, there will be things you won`t agree on. That’s the way it goes. You can also document these things. At least everyone knows where the team is not aligned.
Whether you`re working with a new team on a new project or working for years, creating a team agreement will help you create the glue that connects your team. It has been about four months since we established these team agreements. In the meantime, new people have been hired for the team. When I went to the team agreement with the last members of the team, it was pretty obvious that a number of things were obsolete.