Skip navigation

Your team may be screaming at the idea, but informal contact may not be the worst idea at the moment… How do I take a coffee break in a virtual environment? Or maybe a distant lunch? Teamwork agreements are the first step towards good team formation. In the absence of a specific list of rules for team interactions, invisible habits will invade the team`s workflow. Habits that aren`t always good. 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. And since we just hired new people, I thought it was a good opportunity to review the team agreement to see if we were all on the same side. Now I didn`t do it right after the new people were hired. But instead, I waited about a month and after the last person was hired before we looked at the team agreement.

And I thought it was a good idea, because it gives them the opportunity to settle down one way or another and see who is who and learn how things work. And I think that gives them a better perspective of contributions during the review process. So I found it useful. Of course, we tried to set a date that everyone could do, but it turns out that with nine people and a fairly wide range in the time zone, that just wasn`t possible. So we chose the ones that were there, we recorded the meeting, and the people who couldn`t get there had the opportunity to see the meeting and contribute to the latest version of the team agreement. The main advantage of labour agreements is their applicability. Since everyone has agreed to abide by the rules, the application of these rules becomes less difficult in the event of an infringement. 2. Coverage of Personal and Technical Behaviors Some team agreements deal more with technical practices (e.g.B. “Don`t push all codes on Fridays to production,” which was previously mentioned), while others focus on principles that will keep the team true, such as: “Give the person a performance return before talking about their performance to someone else.” Once we were all done, we took the opportunity to talk about each sticky team note. And the things we agreed on were placed in a Google Doc.

At first, I remember it was a relatively painless process. There have not really been any major disagreements about anything for which we have just established the ground rules. What are the expected reaction times? And how are we going to give each other feedback? And what tools would we communicate with? So just a set of fundamental rules. And the idea was that we would evaluate them regularly. The main elements that teams can discuss are in two broad categories: team interactions and interfaces with the outside world. It is perfectly normal to create both types of agreements within your team. Cooperation tools should help bring your team together and improve your operations.