Moving from Ego to Eco

The value placed upon the Team is increasing rapidly in thriving organisations.


Thriving organisations need to adapt to the rapidly changing demands of the market and their clients. So they must process and capture learning quickly and effectively.

Having layers of hierarchy is kind of like having a game of Chinese Whispers between those dealing with clients/consumers and those making important strategic decisions.

Likewise, having a group of high-performing individuals prioritising their own agenda over the team’s agenda is like having eight incredible athletes rowing a boat, all with varied strokes and tempo, some facing forward and some backward.

Hence why thriving organisations continue to explore flatter structures involving networks of teams in order to;

  • Enable flexibility and collaboration.
  • Empower employees and encourage innovation.
  • Give them a clear mandate, then step back and allow them to establish their own way of working together.

It’s a hard transition for leaders though. How do they set the team up for success? It’s one thing to have clarity on their objectives or mandate, quite another to lead from behind and empower the team to lead themselves.

Each bump in the road will be an alarm bell for the leader to jump in and rescue the team, give them clear direction and take the reins back….but with each such action, the team is disempowered.

What works best is to have a clear framework whereby the team members themselves clarify the following, with the leader’s support:

  • Why will we choose to collaborate and prioritise the collective agenda?
  • What makes it worthwhile?
  • What boundaries or rules will keep us aligned and in check when we’re in flow, and when things get sticky?
  • What roles will we each play in the team? (Team roles, not functional or technical ones)
  • What will help each team member get the best out of themselves, and each other?

In tech firms, teams can be created and disbanded in a few months. They need to get on the same page quickly.

In professional services firms, client teams chop and change quickly too.

Hitting sticky patches is inevitable. Having some clear terms of engagement to figure out how to move through the stickiness is essential.

That’s where the Team Charter comes in.

The Team Charter aligns teams, increases cohesion and performance and creates productive team culture, fast.

Your Team Charter works across multiple touchpoints:

  • creating a team; 
  • clarifying goals and addressing overall team performance (e.g. when you feel stuck as a team, or when you need to get a lot of stuff done); 
  • growing and onboarding new team members; 
  • general alignment sessions (recommended every 2-3 months)

Currently, it’s the product that our clients are most actively engaging in. It’s fast and effective.

Your Team Charter can be live, active and working for you after one day’s facilitation, or two half days.

If you want to find out more, please do get in touch.