Level up Your Team's Operating System
The Team Operating System workshop is where we really spend time co-creating an operating system that supports the team’s purpose. By now, we’ve done some of the work to understand the individuals on the team, the team’s strengths, and potential threats.
We get super intentional about:
our purpose
our team values
who are our customers
what services the team provides
what are our team boundaries (as they relate to the company)
how do we want to work together
how will we make decisions and deal with conflicts
cadence for revisiting and improving the team alliance
COURSE LEARNING OBJECTIVES
Why a co-created team operating system sets the team up for success
How to manage work together and increase collaboration
Using tools for transparency and communication
Measuring team performance
Light-weight and agile team meeting structure that promotes a bias toward action
Using Retrospectives for Continuous Improvement
How to prioritize and focus on the most important work for the team
How to keep stakeholders updated on progress without extensive reporting
Keeping customers happy
Reducing complexity to speed up work
Breaking work down for faster progress
OUTCOMES
Clear team purpose
Customers and stakeholders identified, along with services provided by the team
Co-created team cadence and practices
Greater psychological ownership of the work and team’s success
Metrics for inspiring greatness
Progress communication process
Clear definition of success for the team
Team that can facilitate their own meetings
Better meetings!
Documented team operating system
Team onboarding procedures for new team members
The Team Operating System workshop is where we really spend time co-creating an operating system that supports the team’s purpose. By now, we’ve done some of the work to understand the individuals on the team, the team’s strengths, and potential threats.
We get super intentional about:
our purpose
our team values
who are our customers
what services the team provides
what are our team boundaries (as they relate to the company)
how do we want to work together
how will we make decisions and deal with conflicts
cadence for revisiting and improving the team alliance
COURSE LEARNING OBJECTIVES
Why a co-created team operating system sets the team up for success
How to manage work together and increase collaboration
Using tools for transparency and communication
Measuring team performance
Light-weight and agile team meeting structure that promotes a bias toward action
Using Retrospectives for Continuous Improvement
How to prioritize and focus on the most important work for the team
How to keep stakeholders updated on progress without extensive reporting
Keeping customers happy
Reducing complexity to speed up work
Breaking work down for faster progress
OUTCOMES
Clear team purpose
Customers and stakeholders identified, along with services provided by the team
Co-created team cadence and practices
Greater psychological ownership of the work and team’s success
Metrics for inspiring greatness
Progress communication process
Clear definition of success for the team
Team that can facilitate their own meetings
Better meetings!
Documented team operating system
Team onboarding procedures for new team members
The Team Operating System workshop is where we really spend time co-creating an operating system that supports the team’s purpose. By now, we’ve done some of the work to understand the individuals on the team, the team’s strengths, and potential threats.
We get super intentional about:
our purpose
our team values
who are our customers
what services the team provides
what are our team boundaries (as they relate to the company)
how do we want to work together
how will we make decisions and deal with conflicts
cadence for revisiting and improving the team alliance
COURSE LEARNING OBJECTIVES
Why a co-created team operating system sets the team up for success
How to manage work together and increase collaboration
Using tools for transparency and communication
Measuring team performance
Light-weight and agile team meeting structure that promotes a bias toward action
Using Retrospectives for Continuous Improvement
How to prioritize and focus on the most important work for the team
How to keep stakeholders updated on progress without extensive reporting
Keeping customers happy
Reducing complexity to speed up work
Breaking work down for faster progress
OUTCOMES
Clear team purpose
Customers and stakeholders identified, along with services provided by the team
Co-created team cadence and practices
Greater psychological ownership of the work and team’s success
Metrics for inspiring greatness
Progress communication process
Clear definition of success for the team
Team that can facilitate their own meetings
Better meetings!
Documented team operating system
Team onboarding procedures for new team members
The fee listed here is for up to 8 participants and the length of the workshop is 4 hours. This may be split between two days for two 2-hour workshops.