What 'One Team' Really Means ... on One Page
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The document outlines key principles for effective teamwork, emphasizing shared vision, open communication, accountability, and collective learning. It contrasts these ideals with negative behaviors like conflicting agendas, poor communication, and siloed thinking that hinder performance. The goal is to foster a 'one team' culture to enhance agility and collaboration.
What 'One Team' Really Means ... on One Page
- 1. S H A R E T H E B I G P I C T U R E ̔̔ We share a common vision and direction ̔̔ We are committed to a core set of values / principles ̔̔ We work with an understanding of wider context, including how we impact each other S H A R E T H E R E A L I T Y ̔̔ We put the difficult and controversial issues on the table and discuss them respectfully ̔̔ We seek, give and welcome constructive feedback ̔̔ We make the hard decisions and act on them quickly S H A R E T H E A I R ̔̔ The lines of communication are open in all directions ̔̔ We co-create by sharing thoughts and ideas about problems and opportunities ̔̔ We genuinely seek and value diversity of views and approach S H A R E T H E L O A D ̔̔ We regularly get together to plan and prioritise ̔̔ We accept accountability to engage early and often with key partners ̔̔ Our roles and expectations are clear and aligned S H A R E T H E W I N S A N D L O S S E S ̔̔ We consistently learn together by reflecting on (and debriefing) our activities and experiences ̔̔ We reinforce each others’ strengths and contributions ̔̔ We are nimble in applying learnings and adapting to change P U R S U E O T H E R A G E N D A S ̔̔ We lack a shared vision or purpose ̔̔ We allow conflicting agendas to thrive ̔̔ We miss opportunities because our focus is inside the ‘silo’ AV O I D A N D D E N Y ̔̔ The difficult issues are usually unspoken, so they remain as the ‘elephant in the room’ ̔̔ Feedback is rarely sought or given in a constructive way ̔̔ Decisions tend to be postponed or they are difficult to get to S T I F L E C O M M U N I C AT I O N ̔̔ We are too guarded, which inhibits trust ̔̔ Alternative views get dismissed or criticised ̔̔ Problems and opportunities tend to get tackled inside the silos, not openly L O O K A F T E R Y O U R O W N T U R F ̔̔ Planning and prioritising mostly happens in isolation ̔̔ Tasks tend to be tackled by technical experts or management, with little consultation ̔̔ We lack clarity and understanding of roles and expectations P L AY ‘ I W I N , Y O U L O S E ’ ̔̔ Disciplined and intensive debriefing rarely happens ̔̔ People look to blame when things go wrong, rather than reinforce when things go well ̔̔ We are slow to learn and adapt ALIGN COLLABORATE LEARN A ‘ O N E T E A M ’ E N T E R P R I S E ? This model highlights the differences between one team behaviours and the more ‘silo-based’ behaviours that reduce agility and performance.