Whether it\u2019s an employment context, sporting group, volunteer organization or a faith community, wherever people work together to pursue a common goal or cause, results and relationships are enhanced with a covenant that is owned by the team. So what is a team covenant and how is it different from a team agreement or contract?<\/p>\n\n\n\n
Team contracts and agreements tend to be rule-based outlining the expectations and behaviours required by the relevant parties \u2013 possibly even enforceable by penalties or by law. However, team covenants are relationally grounded, expressive of relevant core universal values (such as respect, fairness, kindness, honesty, and collaboration) and developed and owned by both team members and team leaders. In addition, they are designed to empower a team to fulfil its role in delivering outcomes that reflect the organization\u2019s missional DNA \u2013 its foundational purpose, basic beliefs, core values and motivational vision.<\/p>\n\n\n\n
At the same time, similar to team contracts and agreements, team covenants should include a brief description of the team\u2019s role, function and purpose and, once owned, be signed by the leader and each team member.<\/p>\n\n\n\n
William Kahn, Professor of Organizational Behaviour at Boston University, has identified three psychological elements that enable people to harness their \u2018full self\u2019 in their work. I contend those same three factors also apply in people\u2019s other life contexts and roles. Those factors are:<\/p>\n\n\n\n
Kahn\u2019s research highlights the critical importance of trust in getting the best from workers and volunteers. As Patrick Lencioni, consultant and author of \u2018The Five Dysfunctions of a Team\u2019 asserts, \u201cteamwork begins by building trust\u2019. Similarly trust is the foundation for creating a successful team covenant. And that means team covenants must be created by team members and team leaders working together. For that reason I recommend that teams don\u2019t start developing a covenant until there is a discernible level of positive trust among members themselves and particularly between members and leader. In Part 2 I\u2019ll outline my suggested steps for how to develop a team covenant.<\/p>\n\n\n\n
But before that it\u2019s helpful to appreciate the value and potential benefits of a team covenant:<\/p>\n\n\n\n
Benefits<\/span><\/p>\n\n\n\n As stated, Part 2 of this article will outline recommended steps to develop a covenant that is owned by the team.<\/p>\n\n\n\n
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