The structural elements of effective teams: # Clear mission and shared vision A clear mission answers the question "Why do we exist?" And a shared vision means having the same mental picture of the future that the organization seeks to create. As a mutual learning leader, your work doesn't end after having created the mission statement. You need to be transparent about why you picked this mission against any other plausible mission, and you need to be genuinely curious about other persons' mission ideas. You need to be accountable for why you are not incorporating other people's ideas if you decide not to. # Clear goals Clear goals are set through [Backbriefing](Backbriefing.md), thereby ensuring that the team knows what they mean, and which freedoms and constraints apply. The goals need to be measurable, and shared by the whole team. # Motivating task For a task to be motivating, it needs to meet the following: - It requires team members to use a variety of their skills. - It involves a whole, meaningful piece of work with a visible outcome. - The outcome has significant consequences. - The team has significant autonomy over how to achieve the task (they feel ownership). - The task generates regular feedback to the team about progress. Therefore, as leader, you should jointly design tasks with the team. # Appropriate membership All members personally want to work as a team, not individually on their own. The team itself controls membership. The team and even outsiders know who belongs to the team. The task can only be achieved by the whole team, not a subset. # Clearly defined roles All members are responsible for the team, not just the formal leader. Member roles are fluid and can adapt to the situation. Members have a felt permission to raise any inefficiencies they see in the team. # Effective group culture # Group behavior norms # Reasonable workload