Team Charter

Purpose and Values
Empowerment
Relationships and Communication
Flexibility
Optimal Productivity
Recognition and Appreciation
Morale
Purpose and Values
Empowerment
Relationships and Communication
Flexibility
Optimal Productivity
Recognition and Appreciation
Morale

Overview
The Team Charter endorses the Syndic8 Team participation in the development of a team “blueprint”, roll out plan and championing the implementation and continual improvement of the team’s strategy, goals and objectives throughout Syndic8 with the purpose of meeting Syndic8 productivity, deliverables and quality goals.

Objectives

* Develop a strong team over time * Improve communication with all stakeholders about Syndic8 and its developments * Develop an effective plan for sustainable near future * Develop and implement a system to monitor and evaluate teams’ progress for purposes of corrective and preventative action / continual improvement by a predefined date * Define implementation targets and plans: * Timelines * People (roles, responsibilities, reporting structure, human capital, etc) * Communication

Purpose
Syndic8 Values

* Positivity, Innovation, Integrity, Leadership, Good Relationships, Networking * Innovate = fun, excitement, great opportunities

Syndic8 Vision

To be a leading team delivering quality work for the PDBA program.

Syndic8 Mission

Through our work ethic and guided by our values we deliver more quality work. Syndic8

* Innovation * Asking the right questions * Reviewing all the ideas and identifying opportunities in them – cross-functional workshop * Meetings to review new ideas * Creating cross teams will equal diversity, differing viewpoints, fresh input to solving problems and coming up with new ideas

Team Charter components

Objectives

* Set your initial direction * Stay on track * Identify results achieved * Integrate and orient new members * Exhibit collaboration, leadership, vision and passion

Syndic8 Vision, Purpose and Values

Syndic8 Vision, Purpose and Values are the foundation of the Team Charter. They provide the context for the team’s existence.

Team Purpose

The Team Purpose is aligned with GIBS purpose. It identifies what the team does, for whom, and why it is important. It is clarified by the team’s vision (an ideal picture of the future), which describes the team when it is fulfilling its purpose and living its values.

Team Values

Team Values are the enduring principles that guide the team’s actions. They build on Syndic8 values. Further team norms are additional ground rules that identify appropriate behaviours for the team members.

Team Initiatives

Team initiatives are the broad areas of focus necessary to achieve the team’s purpose:

* Goals identify the measurable outcomes and timelines that are needed to be successful * Roles define individual responsibilities for the successful operation of the team

Team Practises

Team practises are the strategies and processes established in order for the team to get its work done:

* Communication ensures the sharing of information, including the kind of information to be shared and stakeholders who need to be informed. Communication also establishes the team member roles for managing meetings * Decision making defines the boundaries of decision making authority and the process the team uses to make decisions * Accountability establishes agreements for how the team members will hold each other accountable for their commitments

Resources

Resources are the tangible materials and support that the team needs to accomplish its goals.

Creating our own destiny, working together and never giving up

Syndicate Value | Means | Expected Behaviour | Poor Behaviour | Behaviour below expectations | On-target Behaviour | Above Average Behaviour | Role Model | INTEGRITY | HonestyDeliver on promises Doing what is right Being truthful to others and yourself Being trustworthy Being reliable | “doing what you said you would do” “follow through on commitments “being ethical and applying sound judgment | Poor behaviour are without commitment to deadlines, no regard for team policies or procedures and a general lack of credibility and unreliable in the delivery of work and building relations. | Behaviour are inconsistent in delivering on deadlines and other areas of output commitment. Sometimes follows teams policies and procedures. Needing supervision in conducting self in an acceptable manner. | Behaviour are consistent with the expectations set out by the group. Individual delivers on deadlines only, and can be relied on to be trustworthy and truthful. Applies general sound judgment in applying themselves to their work. | Behaviour exceeds expectations sometimes with regard to following through on commitments and deadlines. Behaviour tends to set an example to peers sometimes, but not consistently. | Behaviour exceeds expectations consistently. Completely trustworthy and truthful in words and action. Perceived as a role-model by both peers and subordinates. | LEADERSHIP | Lead by example Inspiration to others Provide vision and guidance Accountability Ownership Dependable | “walk the talk themselves” “being a good example, caring and uniting people behind the visions and goals of the SYNDIC8 and team” “being committed in guiding the SYNDIC8 to achieve its goals through its vision, mission and values” “being answerable for the consequences of your actions & decisions” “taking responsibility for fulfilling your commitments – personally and at work” “dedicated and focused to meet your obligations as promised” | Leading behaviour not present at all. Incongruence in verbal "promising" and actions. Not committed to the vision, goals and values of the SYNDIC8 and creates a perception of not valuing what is important to GIBS. | Leading behaviour are present, but inconsistently applied. Individual tends not to take full responsibility for performance in this area and needs to be coached / supervised to a large extend to deliver the expected behaviour. | Behaviour are consistent in that the individual provides direction to team members and subordinates, takes ownership and accountability for targets and actions and are seen to be committed to the GIBS vision and values. | Leadership behaviour exceeds expectations sometimes in that the individual tends not only to provide direction to peers and subordinates, but also engage them in the decision making. Also provides a platform for individuals to take ownership of their performance targets and provide a clear line of sight regarding performance objectives and the GIBS vision and values. | The individual sets an example in terms of uniting their team behind the vision and goals of GIBS. They are seen as role-models in providing the example of leadership their peers and subordinates strive towards. They are infallible in their strive towards energizing their team as a unit, resulting in consistent good performance of the team and the creation of a performance culture. | INNOVATE | Being creative Unique new ideas Doing things differently Being original Thinking out of the box Solution focussed | Coming up with new ways to improve | Behaviour are inconsistent with no regard to the impact of it, resulting in possible faculty complaints and disruptive group dynamics. The individual does not think outside the box and do the same things over and over, regardless of the outcome. Does not demonstrate a need to add value or change for the better of the whole. | The individual demonstrates a willingness to provide creative ideas / solutions within his/her ambit of control, but does not verbalise or share these ideas / insights. Some customer complaints do arise from this mindset / attitude. | The individual uses learning’s / insights to provide support for solutions posed. These insights are not unique, but does add value to the processes within his/her ambit of control. Identifies areas of concern and possible solutions to it, which includes some original ideas. The feasibility and validity of these ideas are not always applicable, but worthwhile to explore. | On top of applying due diligence in the execution of duties or assignments, this individual also applies his/her mind towards bettering the process /application/product. Solutions are thought through with due consideration applied with regard to the validity and/or feasibility of same. Proposals are tested with the right stakeholders and put forward through the correct channels. | The individual applies a high standard of performance and diligence in the execution of duties and/or assignments. This individual also applies his/her mind towards not only bettering the process /application/product, but also considers the impact of same on the delivery of the GIBS vision and objectives. Solutions are thought through with due consideration applied with regard to the validity and/or feasibility of same. Proposals are tested and the right stakeholders are engaged in this process. This individual also energizes his/her team / subordinates / peer to this way of thinking. | RELATIONSHIPS | Working together Co-operation Sharing ideas Caring Passionate Respect Friendliness Teamwork Communication | “through diversity, achieving goals” “positive support for each other & departments” “sharing information and learning with and from each other” “having compassion and understanding (empathy) between each other” “the passion to be part of or associated with people/company” “treat others as you want to be treated” “being supportive and encouraging” “work hard and play hard, have fun” “good communication and respect for one another” | Individuals who perform poorly on this value typically tends to work on their own, with no need to involve their team or any other stakeholders in their work or projects as might be needed. They are perceived to be unhelpful and distant in their dealings with others and do not follow through on support that they have to provide to the rest of their team or other stakeholders. They also tend to keep information to themselves. | Individuals prefer to work on their own, without regard to the impact of their actions on the rest of the team. They tend to focus only on their own outputs and are not seen as very helpful and considerate by their peers. They do not like to share ideas and does not have a high regard for teamwork. Although there are communication with regard to their peers, it is not forthcoming and needs to be supervised continuously. | Behaviour are consistent with the expectations set out by the group. Individuals share ideas and information as they see the value to the rest of their team. They are perceived as cooperative and caring and part of the team. This behaviour is no more or less than what is expected by the group though. | Individuals who perform above average on this value demonstrates a good ability to understand and integrate a diverse workgroup into a performing unit by sharing relevant information and showing compassion and understanding for individual differences. He/she are seen as fair in dealings with peers / subordinates and passionate about the performance of the group as a whole. | Behaviour exceeds expectations consistently. Role-model in dealing with issues of diversity and highly respected by peers / subordinates as someone who are supporting and encouraging, albeit fair in working towards the objectives / targets to be achieved by the group / GIBS's vision. |

Leadership constitution

Team Practises - Communication
Communication components

* Meetings * Whatsapp * Lorenzo’s drinks * Team communication, Facebook relationship building mechanisms * Knowledge Management on Dropbox for now * Working on site
Resources
Skills and expertise required

Skills needed in each member:

* Interpersonal communication skills * Desire to achieve excellence (dedicated and motivated) * Ability to support and promote change * Ability to see opportunities, think creatively and move quickly * High energy * Comfort with high level of empowerment * Conflict resolution skills (diplomacy, courteousness, fairness, etc) * Positive attitude * Bias for action * Presentation skills * Sense of urgency * Ability to coach and be coached * Trustworthy, can maintain confidentiality

Skills needed on team:

* Abstract thinking and problem-solving skills * Skill at planning, budgeting and setting priorities * Knowledge of GIBS policies and procedures and compliance regulations * High commitment to producing quality work * Presentation skills * Analytical skills * Persuasive ability * Ability to delegate and relinquish at appropriate time * Data tracking and measuring experience * Ability to lead groups * Be a change agent * Understanding of production requirements * Understanding of contractors personnel * Teaming experience and understanding