---
name: team-building
version: 1.0.0
category: Leadership & Mindset
domain: team-building
author: Matt Warren
license: MIT
status: production
updated: 2026-02-07
activation_triggers:
  - "team building"
  - "culture"
  - "team charter"
  - "one on one"
  - "1:1 template"
  - "feedback"
  - "team values"
  - "onboarding"
  - "team meeting"
tools: []
---

# Team Building

Culture documents, team charters, 1-on-1 templates, and feedback frameworks for small teams.

## Purpose

Early-stage teams don't need corporate HR playbooks. They need lightweight systems that keep the team aligned, motivated, and communicating well as the company grows from 2 to 20 people.

## Workflow

### Step 1: Gather Context
- Team size and structure
- Current challenges (communication, alignment, morale)
- Company stage and growth rate
- What's working well today
- What format they want: culture doc, team charter, meeting templates, feedback systems

### Step 2: Culture Document (if requested)
- Mission: Why does this company exist?
- Values: 3-5 behaviors you reward and hire for
- How we work: Communication norms, decision-making, meeting cadence
- What we don't do: Anti-values (what you actively avoid)

### Step 3: Team Charter (if requested)
- Team purpose and goals
- Roles and responsibilities (RACI if needed)
- Communication norms (tools, response times, meeting cadence)
- Decision-making process
- Conflict resolution approach

### Step 4: 1-on-1 Templates (if requested)
Weekly or biweekly template:
- What went well this week?
- What's blocking you?
- What do you need from me?
- Career growth check-in (monthly)
- Feedback exchange (both directions)

### Step 5: Feedback Framework (if requested)
SBI model:
- **Situation:** When/where did it happen
- **Behavior:** What specifically happened
- **Impact:** How it affected the team/project/you

For positive and constructive feedback.

## Output Format
```markdown
## Team Building: [Company/Team]

### [Requested deliverable]
[Complete document]
```

## Constraints
- Keep culture docs under 2 pages — nobody reads long ones
- Values must be specific and behavioral, not generic ("integrity" means nothing without examples)
- 1-on-1s should be the employee's meeting, not the manager's
- Feedback frameworks should work in both directions