Team members understand why the team exists; there is a clear “raison d’être”
Team norms for working together have been established and regarded as standard for all team members
There are clear expectations about the roles played by each team member
The team is clear on what needs to be done next, by whom, and by when
Leadership shifts depending on the circumstances, the needs of the group, and the skills of the members
Team members use effective listening techniques such as questioning, paraphrasing, and summarising to ensure understanding
Team members have a collaborative commitment to achieve the team’s collective objectives
Disagreements are not suppressed or overridden by premature action
Conflicts and disagreements are considered important to team decision making
Trust is created by open & honest communication and by consistent and respectful behaviour
The objectives of the team are meaningful to each member
Team members understand the team’s processes and priorities
Performance objectives are cascaded into well-defined concrete milestones against which the team measures itself
Leadership is used for collective benefits as opposed to individual benefits
Team members express themselves openly and honestly
Individuals’ abilities, knowledge and experience are pooled and used by the team
Constructive criticism and encouragement are used by team members
There is a willingness to work through difficult situations or conflict constructively
There is acceptance of each other’s’ strengths and weaknesses
There is a collective accountability to achieve the team’s objectives
The team regularly reviews its way of working to ensure continued appropriateness
Team members know and carry out their own roles and support & assist to others, as required
The team regularly reviews its performance and objectives and alters its priorities and practice in the light of review
All team members use their leadership capacity
Team members build on each other’s ideas to come to conclusions
There is a clear feeling of “we” within the team
There are good processes for making, communicating, implementing and reviewing decisions
Criticism has a constructive flavour; oriented toward removing an obstacle that the group faces
People help each other by listening, evaluating, encouraging experimentation & giving support
Team failure is “collective” not “individual”
The team has developed a “repeatable” way of working while remaining agile
Team members are not “role bound”
Team performance is more than a sum of individual performances
The formal leader models the appropriate behaviour and helps establish positive norms
Communication between team members also takes place outside of formal team meetings
Team decisions are actively supported by all team members
Important decisions are made by consensus
The team is comfortable with disagreement and shows no signs of avoiding, smoothing over or suppressing conflict
Diversity of personal style is respected and embraced
Work is evenly distributed among team members