Team Charter. In our rush to deliver, we often forget to do the foundational work of standing up a new team. Management puts eight people in a room and calls one of them the leader, and we’re off to the races. This is a missed opportunity. By tackling a few important topics early on, we can avoid a lot of confusion and conflict later. That’s why I like to make the agreements that define a team explicit before we get started, by creating a team charter. Think of this a little bit like an OS for the team. A team charter forces the team to answer critical questions about why it exists and how its
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