We’re constantly rehashing the same topics, and never quite moving forward,” a VP groaned.
Other heads in the room nodded. This wasn’t an isolated problem. Getting teams to work effectively was an organization-wide challenge.
Do these concerns sound familiar? I don’t doubt it. As a leadership coach and consultant, I often hear stories of teams (especially project teams) gone wrong because the team was formed informally, without the discussions and agreements that create clarity and ensure a reliably productive working process.
I use three questions to evaluate how well a team is succeeding:
1) Are we meeting expectations?
2) Are we getting better over time?
3) Are individuals experiencing more fulfillment than frustration?
Most of us evaluate our teams based on #1 only and give ourselves a pat on the back when we meet our deadlines or goals. That’s important, of course, but only part of the story. The team also needs to contribute more to the organization over time, and to make sure its people are satisfied rather than stressed.
When teamwork is stressful
When teamwork is stressful, it’s often because you have expectations others don’t share. Unfortunately, you may be missing expectations others have for you, as well.
No one on your team is a mind reader. When team members (including yourself) fail to clarify expectations, we can’t be surprised when we rehash old topics, debate how to make decisions and spin in our work rather than being productive.
This is especially a concern for project teams: their finite nature means alignment up front is especially critical. Fractures become noticeable earlier and impact your team’s ability to meet your objective. But invest time up front to design the team’s processes, and you’ll reduce stress — less friction, more fulfillment.
To prevent these frustrations and ensure that your team performs better over time, design the team by defining the goals, roles and protocols.
Design the goals
Every project team needs a shared understanding of its destination. Goals answer not just what you’re doing, but why it matters.
For example, if your team exists to “launch a new client onboarding process by December 1,” the purpose is clear (the onboarding process). The when is fixed (December 1), and the why might be to “reduce client churn and improve satisfaction.”
The why becomes a measurable goal when we put a number to it, such as reducing client turnover by 12% in the next year.
These questions will help you clarify your project team goals:
- WHY does our team exist? What is our purpose?
- WHEN is our deadline?
- HOW will we know we succeeded?
- WHAT are our measurable goals?
Design the roles
People often assume their organizational titles automatically translate into team roles. That’s a mistake.
In a project team, you might be the “data analyst” even though your formal title is “finance manager.” You might represent the marketing team, but if you’re a runner working on a new app for athletes, your fellow team members will want to hear your professional and personal insights.
Clarify your role on the project team with these questions:
- What is my position? – the authority or expertise you hold in the organization.
- What is my function? – the tasks you are directly responsible for on the team.
- What perspectives do I bring? – the lenses you contribute, such as the customer’s viewpoint or the operations angle.
Explicitly naming these prevents overlap, finger-pointing and the stress of unspoken assumptions.
Design the protocols
Protocols are the guardrails the team functions within. They define how the team works together on a daily basis.
The following questions and examples will help you frame protocols that prevent frustration and stress:
- What are our communication norms? “We keep emails short, use Slack for urgent issues, and recap decisions in one shared document.”
- What practices will help our meetings? “Every meeting has an agenda, ends with next steps and includes a quick check-out.”
- How will we make decisions? “We aim for consensus, but if we can’t reach it, the project lead decides after hearing input.”
- How will we resolve conflict? “We address disagreements directly within 24 hours rather than letting them fester.”
Clear protocols take the guesswork out of collaboration. Instead of wasting energy debating how to work, the team can focus on the work itself.
More productivity, less stress
Strong project teams don’t just happen: they’re designed. Invest a small amount of time upfront to clarify goals, roles and protocols, and you’ll prevent the cycle of stress, rehashing and stalled progress that plagues so many teams.
The next time you form a project team, resist the urge to dive right in. Instead, pause, ask these questions, and give your team the clarity it needs to thrive. Your group will deliver results, improve over time and leave its members feeling more fulfilled than frustrated.
Even better: teams that take time to design themselves don’t just succeed at one project — they build the habits that make future collaborations stronger.
Opinions expressed by SmartBrief contributors are their own.
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