Thrive Series: Team Toolkit (TRN4-J38)

"Alone we can do so little; together we can do so much."

A team charter is a "roadmap to success" that team members create together. It is where they set down their shared understanding of how the team can work most effectively together, and bring clarity to team direction, roles and responsibilities. The charter is valuable at the beginning of a team's journey and at any time a guidepost is needed in the face of challenges.

Team Charter Guidelines (TRN2-J04)

How to use

1. Download the job aid, share with your team and explain the intention
2. Engage your team and set up brainstorming meetings
3. Follow the six step method and tips for success outlined in the job aid and engage in discussions
4. Create your own team charter together
5. Continue to iterate as needed
6. Reflection - How has your team benefited from this learning?

"In union there is strength."

If you're looking for ways to make your virtual team even more efficient, this video is for you. A team charter can help, and it starts with collaboration and consensus building. This video will guide you through the components of a team charter and how to develop one with your team.

Developing a Team Charter (TRN1-V09)

How to use

1. Watch the video as a team (7 mins)
2. Discuss methods outlined in the video
3. Set up brainstorming meetings to discuss next steps
4. Create your team charter together
5. Continue to iterate as needed
6. Reflection - How has your team benefited from this learning?

"If you don't like something, change it. If you can't change it, change your attitude."

By adopting an attitude that allows for personal growth, people can achieve higher levels of productivity to help their organizations to thrive. This online self-paced course describes the characteristics of a growth mindset, including perseverance, and explains the difference between a growth mindset and a fixed mindset. Participants will explore ways to develop a mindset for success and learn how professional growth can benefit their performance, as well as the resilience of their organization.

Developing a Mindset of Growth and Learning (TRN430)

How to use

1. Send team members the link to the course
2. Assign a completion date
3. Set up a meeting to discuss the key concepts and lessons learned from the course
4. Determine which practices the team will commit too and implement
5. Reflection - How has your team benefited from this learning?

"Having a rough morning? Place your hand over your heart. Feel that? That's called purpose."

In this online course teams will:

• revealing the three ingredients of meaningful work
• creating a culture of significance at work
• explaining how mattering is vital to personal well-being
• realizing the power of connecting everyday tasks to a greater purpose
• designing and delegating tasks that involve the contribution of all team members

The Power and Practice of Mattering at Work (TRN150)

How to use

1. Send team members the link to the online course
2. Assign a completion date
3. Set up a meeting to discuss the key concepts and lessons learned from the course
4. Determine which practices the team will commit too and implement
5. Reflection - How has your team benefited from this learning?

"It is in collectivities that we find reservoirs of hope and optimism."

Hybrid work and working in distributed teams can reduce the number of informal exchanges with colleagues in many organizations. The Coffee Randomizer is an organizational networking initiative with virtual or in person coffee breaks. It helps teams in building strong relationships, getting to know teammates across the organization, igniting innovation, and exchanging knowledge.

Coffee Break Randomizer (TRN4-J39)

How to use

1. Download the job aid and share with your team
2. Set up a meeting to discuss the value of incorporating The Coffee Randomizer and assess level of interest
3. Follow the steps outlined in the job aid to plan, implement and follow up.
4. Continue to iterate as needed
5. Reflection - How has your team benefited from this learning?

"Always remember that you are absolutely unique. Just like everyone else."

A user guide to me is a personal user manual - a document which helps others on the team understand how they can work best with you. It is a living document which explains how you work, how to work with you, what value you bring, your preferences, your needs and your blind spots.

User Guide to Me (TRN4-J40)

How to use

1. Download the job aid and review the questions
2. Tailor the questions to meet your team needs
3. Engage your team and encourage all team members to fill out the guide
4. Provide a timeline for all team members who are participating to complete and review each others' guides
5. All completed guides should be saved in a shared, and secure space, which is accessible to all team members (GCdocs, SharePoint, OneDrive)
6. Create opportunities in team meetings to discuss and share each guide. The information in these guides will help team members better adapt and connect with each other.
7. Continue to iterate the questions in the guide and repeat this exercise as needed
8. Remember to send the guide to new employees as they join the team
9. Reflection - How has your team benefited from this learning?

"As much as 80% of adult "success" comes from EQ."

In these video presentations, David Cory, an international expert in the integration of emotional intelligence and leadership development, taps into concrete, evidence-based models of EI competency levels and explains how coaching can support you and your team in developing these competencies.

Leadership Series: Emotional Intelligence in the Workplace (TRN4-V25)

Leadership Series: Emotional Intelligence Toolkit for Public Servants (TRN4-V26)

How to use

Use these videos to support your team relationships.

1. Send team members the links to the videos
2. Assign a completion date
3. Set up a meeting to discuss the key concepts and lessons learned from the videos
4. Determine which practices the team will commit too and implement
5. Reflection - How has your team benefited from this learning?

"Strong communities are born out of individuals being their best selves."

Team Pulse Surveys Series

Team pulse surveys are short, easy-to-complete sets of questions sent electronically on a regular basis to do a "pulse check" of employees in areas such as engagement, satisfaction, relationships, and the work environment. They are useful for getting feedback from your team members, monitoring team effectiveness, and identifying opportunities for improvement.

Using Pulse Surveys to Engage Your Team: Job Aid Series (TRN4-J20)

Using Pulse Surveys to Engage Your Team: Introductory Video (TRN4-V20)

How to use

1. Watch the video as a team (4 minutes)
2. Discuss the guidance outlined in the video and the ten job aids
3. Engage a volunteer working group to design and administer the pulse survey, following the best practices model
4. Launch the survey, discuss team input regularly, and adjust the survey, as needed
5. Reflection – How has your team benefited from creating the survey? From using this tool?

"Psychological safety is present when colleagues trust and respect each other and feel able – even obligated – to be candid."

The National Standard of Canada for Psychological Health and Safety in the Workplace has defined 13 psychosocial factors that can affect mental health in the workplace.

The Canada School of Public Service as created job aids and videos to assist teams in addressing mental health in the workplace. The title of each job aid includes the name and number of the psychosocial factor it addresses.

Psychologically Healthy Workplaces

How to use

1. Download (PDF) and read the Psychosocial Factors Introduction job aid. Watch the video, review and share with your team
2. Gather the team to review all 13 Psychosocial Factors and identify which factor(s) the team would like to explore/discuss
3. Ask the team to download and read the identified job aid(s) and watch the video(s)
4. Set up a meeting to discuss the key concepts, lessons learned and the way forward to creating a more psychologically healthy and safe workplace
5. Commit to working together to explore all 13 factors
6. Reflection - How has your team benefited from this learning?

Top 10 Practices for Cultivating a Learning Culture (TRN4-J41)

"I am still learning."

A continuous learning culture is a set of values and practices that encourage individuals and organizations to continually increase knowledge, competence, performance, and innovation. This job aid provides 10 best practices to aid teams in cultivating a learning culture.

How to use

1. Download the job aid and share with your team
2. Set up a meeting to discuss the 10 practices outlined in the job aid. Identify which ones your team will explore further and incorporate
3. Use the job aid to continue to enhance a learning culture by exploring additional practices
4. Reflection - How has your team benefited from this learning?

"Wherever you go, there you are."

Mindfulness is the psychological process of purposely bringing one's attention to experiences occurring in the present moment, without judgment. People develop mindfulness through the practice of meditation and exercises such as centering or grounding, deep breathing, body scans, and other types of training that help draw the attention to the present moment. This job aid offers tips and simple exercises for developing a mindfulness practice and incorporating this practice into team meetings.

Grounding Practices for Mindful Team Meetings (TRN4-J42)

How to use

1. Download the job aid and share with your team
2. Set up a meeting to discuss the intention and value of incorporating mindfulness practices into team meetings
3. Identify team members who would like to lead the mindfulness exercise at team meetings and schedule accordingly
4. Encourage those new to the practice to keep an open mind and empower them to consider leading a mindfulness practice at a future meeting
5. Reflection - How has your team benefited from this learning?

"You miss 100% of the shots you don't take."

In any failure or mistake, there is always an opportunity for learning. Imagine working towards a workplace where mistakes are recognized and seen as part of learning. This job aid will guide teams in creating meetings where failing and learning is embraced; otherwise known as "Failing Forward meetings" or "Mistake Meetings" or "First Attempt in Learning.

Initiating Failing Forward Meetings (TRN4-J44)

How to use

1. Download the job aid and share with your team
2. Set up a meeting to discuss steps outlined in the job aid
3. Incorporate these practices into your meetings (formal and informal)
4. Reflection - How has your team benefited from this learning?

"I am unable to reflect when I am not walking; the moment I stop, I think no more, and as soon as I am again in motion, my head resumes its workings."

Research has identified a link between walking and creativity, and between poor health and reduced resiliency. A "walk and talk" with co-workers is not only good for your health, it can also help generate new ideas. This job aid will provide steps for a successful walking meeting.

The Power of Walking Meetings (TRN4-J43)

How to use

1. Download the job aid and share with your team
2. Discuss as team if and when walking meetings would be appropriate
3. Follow the steps outlined in the job aid
4. Reflection - How has your team benefited from this learning?