1. Assess whether you really need a team, or whether an individual could do the work.
2. Be clear about the broad outcome of the project.
3. Identify the technical and team skills you need and bring together individuals with that range of skills.
4. Plan a team building strategy, which considers issues such as trust, flow of information, training, time, objectives and feedback.
5. At the initial meeting discuss the outcomes you are hoping to achieve.
6. Clarify everyone's individual contribution to the team's success.
7. Explore and establish the ground rules, such as open communication, listening to others and decision-making processes.
8. Identify individual’s strengths so that the team as a whole can benefit from all the skills and expertise available.
9. Include yourself as a team member, and clarify everyone’s roles. Act as role model, rather than just the boss.
10. Check the team’s objectives regularly to ensure everyone still has a clear focus on what they are working towards.
11. Time meetings with care to review and update everyone on what is happening.
12. When the team has reached its objectives, carry out a final evaluation of the team’s performance before disbanding.
Do's and Don'ts
Do:
Establish that you actually need a team.
Take the time and trouble to manage and facilitate the team’s development and activity.
Establish as a team the common aims, objectives and success criteria for the task, project or process.
Clarify regularly who is to do what, by when, as their contribution to the team’s targets.
Remember that you can’t win a team game on your own.
Communicate freely with all members of the team.
Manage team meetings so that everyone has their say and feels involved in the decision-making and planning processes.
Disband the team when objectives have been met.
Don’t:
Expect a new team to fire on all four cylinders from day one. A team is an entity in its own right, like a new employee needing induction and development.
Exercise tight management control and squash creativity.
Let the team feel too exclusive, in case it shuts out other parts of the organisation.
Let individuals take credit for the team’s achievements.
Dominate, however unintentionally-even unconsciously.
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