Building Rapport and Clarity

Duration: 2.5 hours
Group Size: ~10 participants
Format: In-person, highly interactive

Workshop Objectives

By the end of this session, participants will be able to:

• Know key information about each team member (backgrounds, strengths, working styles)
• Understand the team's purpose and what success looks like
• Clarify how each person fits into the team
• Identify how the team will work together
• Build initial rapport and psychological safety
• Feel excited and clear about being part of this team

Materials Needed

• Flipchart/whiteboard
• Post-it notes (multiple colours)
• Printed handouts: Getting to Know You Guide, Team Purpose Canvas, Working Together Framework, Team Clarity Template, Team Charter
• Large paper for mapping
• Markers
• Timer
• Name tags/table tents

Process

SEGMENT 1: Opening & Getting to Know Each Other (25 minutes)

Welcome & Context Setting (3 min)

• Brief welcome and workshop objectives
• Ground rules: be curious not judgmental, share openly, all contributions valued, this is about building foundations
• Normalise that new teams take time to gel and today is just the start

Activity: "Personal Introductions with Intention" (22 min)

Purpose: Help team members know each other beyond job titles and create initial connection

Individual Preparation (3 min):

Think about what you want your new teammates to know about you:

• Your background (professional journey, what brought you here)
• What you're good at (strengths you bring to the team)
• How you like to work (preferences, what helps you do your best work)
• What you're excited or curious about with this team

Jot down key points on provided worksheet

Paired Sharing (10 min):

Pair up with someone you don't know well (or at all)

Each person gets 5 minutes to share:

• Your story: How did you get here?
• Your strengths: What do you bring?
• Your working style: What helps you thrive?
• Your hopes: What are you looking forward to?

Partners listen actively and can ask clarifying questions

Whole Group Sharing (9 min):

Go around circle, each person introduces their partner to the group (60-90 seconds each):

"I'd like you to meet [name]..."

Share highlights from their story, strengths, working style, and hopes

Partner can add anything important that was missed

Facilitator Notes:

• Create warm, welcoming atmosphere: this sets tone for psychological safety
• Model vulnerability in your own introduction if appropriate
• Watch for: people being too formal or guarded (encourage authenticity)
• Common sharing: career pivots, diverse backgrounds, complementary skills, shared excitement about team
• Help people be specific about strengths: not just "good communicator" but "good at translating technical concepts for non-technical audiences"
• Working style preferences: some like detailed plans, others prefer flexibility; some need quiet focus time, others energised by collaboration
• Notice what people are excited about: alignment or diversity of interests
• If someone struggles to share, use prompting questions: "What are you hoping to learn?" "What kind of work energises you?"
• For new teams, expect some nervousness: normalise it
• Build on commonalities: "I noticed several people mentioned..."
• Celebrate diversity: "What a range of experiences we have..."

SEGMENT 2: Clarifying Team Purpose and Success (20 minutes)

Framework Share: Why Purpose and Clarity Matter (5 min)

New teams need shared understanding of why they exist and what success looks like. Without this clarity, people work at cross-purposes or aren't aligned.

Three types of clarity new teams need:

Clarity of purpose:

• Why does this team exist?
• What problem are we solving?
• What value do we create?
• Who do we serve?

Clarity of success:

• What does success look like?
• How will we know we're succeeding?
• What are we trying to achieve?
• What are our goals or objectives?

Clarity of scope:

• What's in our remit?
• What's outside our remit?
• Where do we fit in the bigger picture?
• What are our boundaries?

Why this matters for new teams:

Without shared purpose:

• People make different assumptions
• Work doesn't align
• Priorities conflict
• Energy goes in different directions

With shared purpose:

• Clear direction
• Aligned effort
• Shared priorities
• Foundation for decisions

The difference between imposed and co-created clarity:

Imposed: Leadership tells team the purpose (team may not own it)

Co-created: Team discusses and refines purpose together (higher ownership)

Both can work: Depends on context. Today we'll work with what exists and ensure everyone understands it the same way.

Activity: "Team Purpose Exploration" (15 min)

Purpose: Create shared understanding of why the team exists and what success looks like

Individual Reflection (4 min):

Using Team Purpose Canvas handout:

Based on what you know so far:

• Why does this team exist? (Your understanding)
• What does success look like for this team?
• What's our scope? (What are we responsible for?)
• How does our team fit into the bigger picture?

Write your understanding, even if uncertain

Small Group Discussion (8 min):

Groups of 3-4:

Share your individual reflections:

• Where do we have alignment on purpose?
• Where do we have different understandings?
• What questions do we have?
• What needs clarification?

Capture areas of alignment and questions on flip chart

Whole Group Synthesis (3 min):

Each group shares:

• One area of strong alignment
• One question that needs clarifying

Facilitator captures themes:

• What's clear and agreed?
• What needs more discussion or clarification?

Frame: "We'll continue to refine our shared understanding as we work together. For today, we're building initial clarity."

Facilitator Notes:

• Some teams will have clear mandate from leadership, others will be figuring it out: both are normal
• Watch for: very different interpretations of purpose (surface this as valuable to discuss)
• Common alignments: general direction, who the team serves, broad objectives
• Common questions: specific scope boundaries, how we fit with other teams, what success metrics are, timeline or milestones
• If purpose is unclear, that's valuable information: acknowledge it and note that team will need to clarify this
• Don't force consensus yet: today is about surfacing current understanding
• If team has existing purpose statement, use it as starting point: "Here's what we've been told, what does this mean to you?"
• For truly new teams, may need leadership input on purpose: note what needs escalating
• Help people distinguish between team purpose and individual roles (team purpose is collective)
• Build confidence: "Having these questions is normal and healthy for a new team"

SEGMENT 3: Understanding Each Person's Role (20 minutes)

Framework Share: Role Clarity in New Teams (3 min)

In new teams, role confusion is common. People aren't sure what they're responsible for, what others do, or how work should flow.

Three levels of role clarity:

Individual role:

• What am I specifically responsible for?
• What are my key deliverables?
• What decisions can I make?

Team roles:

• What does each person do?
• How do our roles fit together?
• Where do we collaborate vs. work independently?

Role boundaries:

• Where does my role end and yours begin?
• What requires collaboration?
• What can I own completely?

Why role clarity matters early:

Prevents:

• Duplicated effort
• Gaps where nothing gets done
• Stepping on each other's toes
• Confusion about who to go to for what

Enables:

• Clear accountability
• Efficient collaboration
• Confidence in decision-making
• Asking the right person for help

Activity: "Role Mapping and Connections" (17 min)

Purpose: Make each person's role visible and understand how roles connect

Individual Role Clarity (5 min):

Using Team Clarity Template handout:

Capture your understanding of your role:

• Your role/title: _______________
• Your key responsibilities (3-5):
• What you'll deliver or produce:
• Who you'll work with most:
• One thing you want teammates to know about your role:

Gallery Walk and Mapping (7 min):

Post your role description on the wall

Do gallery walk: read everyone's roles

On flip chart, create a visual map:

• Write each person's name/role
• Draw lines showing connections (who works with whom)
• Note where roles overlap or collaborate

Anyone can add to the map

Group Discussion (5 min):

Looking at the map:

• What connections do we see?
• Where will we naturally collaborate?
• Where might there be gaps or overlaps?
• What surprises us?
• What questions do we have about roles?

Capture key insights and questions

Facilitator Notes:

• Some people will have very clear roles, others still figuring it out: both normal for new teams
• Help people be specific: not just "project management" but "managing X project, coordinating between teams Y and Z"
• Watch for: roles that seem disconnected from others (how do they fit?), roles that heavily overlap (is this intentional?), gaps where no one owns something important
• Common patterns: some roles are central hubs, others more specialised, natural clusters of collaboration
• Visual map helps people see the system: who they'll interact with most, how work might flow
• Questions are valuable: surface what needs clarifying
• If major gaps or overlaps emerge, note for future discussion (don't solve today)
• Build connections: "I see Sarah and Ahmed will work closely on..." "Interesting that three people touch customer feedback..."
• For teams with distributed or flexible roles, acknowledge this is different from traditional org charts
• Help people see interdependencies: "How does your work enable others?"
• Normalise evolution: "Roles may shift as we learn what the team needs"

SEGMENT 4: Establishing How We'll Work Together (25 minutes)

Framework Share: Working Agreements for New Teams (5 min)

New teams need to establish "how we'll work together" early. Without explicit agreements, people make different assumptions and frustrations build.

Four key areas for working agreements:

1. Communication:

• How do we stay connected?
• What channels for what types of communication?
• Expected response times?
• How do we share information?

2. Collaboration:

• How do we make decisions together?
• When do we work synchronously vs. asynchronously?
• How do we give and receive feedback?
• How do we handle disagreements?

3. Meetings:

• What meetings do we need?
• How do we run effective meetings?
• How do we respect each other's time?
• How do we ensure participation?

4. Norms and expectations:

• What hours do we work?
• How do we handle availability and time off?
• What does good teamwork look like?
• What behaviours do we want to encourage or discourage?

The principle: Co-create, don't impose

Better to:

• Discuss and agree together
• Start with essentials
• Iterate as we learn
• Make implicit assumptions explicit

Than to:

• Impose rules from outside
• Copy another team's norms
• Assume everyone thinks the same way
• Leave everything implicit

Living agreements:

Working agreements aren't set in stone. They evolve as the team learns what works.

Activity: "Working Agreements Design" (20 min)

Purpose: Create initial agreements about how the team will work together

Small Group Agreement Design (12 min):

Divide into 4 groups, one per area:

• Group 1: Communication agreements
• Group 2: Collaboration agreements
• Group 3: Meeting agreements
• Group 4: Norms and expectations

Each group:

Step 1: Identify needs (3 min)

What does this team need in this area?

What will help us work well together?

What could cause problems if we don't agree?

Step 2: Draft 3-5 agreements (7 min)

Using Working Together Framework handout:

Create specific, actionable agreements

Make them clear and concrete

Ensure they serve the team's needs

Step 3: Test (2 min)

Are these realistic and sustainable?

Will everyone be able to follow these?

Are they clear enough?

Whole Group Review and Refinement (8 min):

Each group shares their proposed agreements (2 min each)

For each set:

• Does this work for everyone?
• Anything to add or adjust?
• Are we aligned?

Quick discussion and refinement

Capture final agreements on flip chart

Facilitator Notes:

• This is drafting, not finalising: emphasise these can evolve
• Help groups be specific: not "communicate regularly" but "daily async updates by 10am in Slack, weekly 30-min team sync Tuesdays at 2pm"
• Common communication agreements: primary channels for what types of messages, response time expectations, how to escalate urgent issues, when to meet vs. message
• Common collaboration agreements: how to make decisions (consensus, consult, individual), how to share feedback, how to handle conflicts, when to involve others
• Common meeting agreements: regular meeting schedule, agenda in advance, start/end on time, participation expectations, note-taking rotation
• Common norms: core hours when everyone's available, how to handle focus time, flexibility around personal needs, celebrating wins, learning from mistakes
• Watch for: agreements that are too rigid (allow flexibility), agreements that only work for some people (ensure inclusivity), too many agreements (keep to essentials)
• If disagreement emerges, facilitate discussion: what's the underlying need? How can we meet different needs?
• Some agreements may need testing: "Let's try this for two weeks and see how it works"
• Ensure agreements reflect team's actual working context: distributed vs. co-located, time zones, other commitments
• Build safety: "What would help you feel comfortable speaking up?" "How do we want to handle mistakes?"
• Note agreements that need tools or systems: "We'll need a shared calendar for this"

SEGMENT 5: Building Initial Trust and Connection (20 minutes)

Framework Share: Trust in New Teams (3 min)

Trust doesn't happen instantly. It builds through small interactions, vulnerability, and positive experiences working together.

For new teams, trust develops through:

Predictability:

• Following through on commitments
• Being consistent
• Doing what you say you'll do

Openness:

• Sharing challenges and mistakes
• Being authentic
• Admitting what you don't know

Competence:

• Demonstrating expertise
• Delivering quality work
• Supporting others effectively

Care:

• Showing interest in teammates
• Supporting each other
• Assuming positive intent

Early trust-building focuses on:

• Creating psychological safety
• Building personal connections
• Establishing positive interaction patterns
• Making vulnerability safe

What helps:

• Structured sharing activities
• Low-stakes collaboration
• Celebrating early wins
• Learning about each other

What hurts:

• Judgment or criticism
• Broken commitments
• Lack of communication
• Isolation or exclusion

Activity: "Trust-Building Through Sharing" (17 min)

Purpose: Build initial trust through structured vulnerability and connection

Activity 1: Hopes and Concerns (8 min):

On post-its, each person writes:

One hope for this team (what excites you):

One concern or worry (what makes you uncertain):

Post anonymously in two columns on flip chart

Group Discussion (6 min):

Read all hopes and concerns together:

• What themes do we see in our hopes?
• What themes in our concerns?
• What's reassuring about this?
• What do we want to address together?

Individual Reflection (2 min):

Thinking about hopes and concerns:

"One thing I can do to help our hopes come true is..."

"One thing I need from this team is..."

Activity 2: Team Strengths Appreciation (9 min):

Individual Writing (3 min):

Look back at the role map and introductions:

Pick 2-3 teammates (not yourself):

On post-its, write one strength you see in them or appreciate about what they bring:

"[Name], I appreciate that you..." or "[Name], a strength you bring is..."

Sharing and Receiving (6 min):

Put all appreciation post-its in centre:

Each person picks up ones with their name (don't read aloud yet):

Take a moment to read your appreciations silently:

Go around circle, each person shares:

"One appreciation that resonated with me was..." (read one)

Facilitator Notes:

• Create safe space for sharing concerns: "Concerns are normal and valuable to voice"
• Common hopes: successful team, good collaboration, making impact, learning together, supportive environment, doing meaningful work
• Common concerns: team not gelling, unclear expectations, workload, conflict, failure, fitting in, being valued
• Validate both hopes and concerns: "These are all legitimate"
• Draw connections: "Our hopes show what we value. Our concerns show what we need to protect."
• If concerns are practical (tools, resources), note them to address
• If concerns are interpersonal (will we work well together?), acknowledge: "That's what we're building today"
• The appreciation activity builds positive momentum: people see they're already valued
• Watch for: people struggling to appreciate others they just met (that's OK, focus on what they shared earlier)
• Model appreciation: "I appreciate that several people shared vulnerable concerns"
• Help people be specific: not just "you're smart" but "I appreciate how you asked thoughtful questions"
• Notice who gives appreciation to whom: are people connecting across different roles/backgrounds?
• If someone gets few appreciations, that's data (not judgment): may need more structured connection opportunities
• End on positive note: "Look at the strengths we have in this room"
• Build safety: "Sharing concerns builds trust. Being vulnerable together makes us stronger."

SEGMENT 6: Creating Team Identity and Energy (20 minutes)

Framework Share: Team Identity Matters (3 min)

New teams benefit from developing a sense of identity: "who we are as a team." This creates belonging and shared culture.

Elements of team identity:

Team name or identity:

• What do we call ourselves?
• How do we describe who we are?
• What makes us distinctive?

Team values:

• What matters to us?
• What do we stand for?
• What behaviours do we want to embody?

Team aspirations:

• What do we want to become?
• What kind of team do we want to be?
• What's our ambition?

Team rituals:

• How will we mark important moments?
• How will we celebrate?
• What practices will bond us?

Why this matters:

Creates:

• Sense of belonging
• Shared culture
• Pride in the team
• Reference point for decisions

This can be lightweight:

Don't need elaborate mission statements or forced team names. Simple is fine. What matters is the conversation, not the output.

Activity: "Team Identity Exploration" (17 min)

Purpose: Begin building shared team identity and culture

Activity 1: "What Kind of Team Do We Want to Be?" (10 min):

Individual Reflection (3 min):

Think about the best team you've been part of:

• What made that team special?
• What values did that team embody?
• What did you appreciate about the culture?

Now think about this team:

• What kind of team do we want to be?
• What values matter to us?
• What culture do we want to create?

Write 2-3 words or phrases

Small Group Sharing (4 min):

Groups of 3-4:

Share your words/phrases:

Look for common themes:

What values keep coming up?

What aspirations do we share?

Whole Group Synthesis (3 min):

Each group shares their themes:

Facilitator captures on flip chart:

"We want to be a team that..."

Notice what resonates across groups:

These become our emerging team values

Activity 2: "Team Rituals and Practices" (7 min):

Brainstorm (4 min):

As whole group, brainstorm:

How do we want to:

• Celebrate wins (individual and team)?
• Mark milestones or completions?
• Connect regularly (beyond meetings)?
• Support each other?
• Have fun together?

Capture all ideas, no filtering yet

Quick Selection (3 min):

From all ideas:

Pick 1-2 practices to start with:

• Simple and easy to do
• Feel genuine to this team
• Can start soon

Agree to try these and see how they work

Facilitator Notes:

• Keep this light and energising, not heavy or forced
• Common team values: collaborative, innovative, supportive, honest, ambitious, inclusive, fun, professional, learning-oriented, customer-focused
• Help groups look for themes: "I see several people mentioned 'supportive' or 'caring' - that seems important"
• Don't force consensus on values: capture what emerges naturally
• If team struggles with this, that's OK: "Values will emerge as we work together"
• Team name can come later: don't force if nothing feels right
• Watch for: values that are aspirational (what we want to be) vs. descriptive (what we are now) - both are valuable
• Common rituals: weekly wins sharing, Friday coffee chat, celebrating project completions, monthly team lunch, kudos channel, birthday recognition, retrospectives
• Help team start simple: better one ritual that happens than five that don't
• Ensure rituals are inclusive: consider different preferences, schedules, locations
• If team is distributed, consider virtual rituals
• Build excitement: "These are the things that will make us feel like a team"
• Link back to earlier: "I heard several people say they want a supportive team - these rituals help create that"
• Make rituals concrete: not just "celebrate wins" but "every Friday, 5 minutes at end of team meeting, anyone can share a win"
• Check energy level: this should feel fun and energising, not forced or corporate

SEGMENT 7: Integration & Next Steps (10 minutes)

Tool Distribution (2 min)

Provide take-home resources:

• Getting to Know You Guide (already have)
• Team Purpose Canvas (already have)
• Working Together Framework (already have)
• Team Clarity Template (already have)
• Team Charter

Team Charter Creation (6 min)

Using Team Charter handout, capture today's work:

Our team:

Team name (if we have one): _______________

Who we are: _______________

Our purpose:

Why we exist: _______________

What success looks like: _______________

Our team members:

[Names and roles from earlier activity]

How we work together:

Communication agreements: _______________

Collaboration agreements: _______________

Meeting agreements: _______________

Key norms: _______________

Our values:

We want to be a team that: _______________

Our practices:

Rituals we're starting: _______________

What we still need to clarify:

Questions for later: _______________

Next steps:

What we'll do next: _______________

Closing Round (2 min)

Go around circle, each person shares:

"One thing I'm taking away from today is..."

Facilitator provides:

• Appreciation for openness and engagement
• Reminder that building a team is ongoing, today is just the start
• Encouragement to continue getting to know each other
• Note that clarity will increase as team works together
• Excitement about this team's potential

Secret Sauce

Energy Management

• Segment 1 should feel warm and welcoming, set positive tone
• Segment 2-3 provide helpful structure and clarity (relief from ambiguity)
• Segment 4 feels productive and empowering (we're deciding how we work)
• Segment 5 builds emotional connection (deeper than task focus)
• Segment 6 should feel fun and energising (builds excitement)
• If energy dips after Segment 3, take 2-minute break before Segment 4
• Balance task focus (clarity, agreements) with relationship focus (connection, trust)

Common Challenges

"We already know each other." Even if some people know each other, new team context is different. Focus on "in this team" rather than "in general."

Unclear team purpose from leadership. Common for new teams. Capture questions, make best sense of available information, commit to clarifying together.

Role confusion persists. Normal. Today is first step. Roles will become clearer through working together.

Can't agree on working agreements. Start with what you can agree on. Try different approaches and adjust. Perfect agreement isn't the goal.

Someone dominates discussion. Facilitate inclusively: "Let's hear from people who haven't spoken yet." Use structured activities to ensure all voices.

People stay surface level. Model vulnerability. Create safety. Acknowledge that deeper connection takes time.

Too many questions, not enough answers. Validate questions. Capture for follow-up. Clarify what can be clarified today, commit to working on rest.

Team is remote/distributed. Adapt activities for virtual: use breakout rooms, digital whiteboards, chat for sharing. Same principles apply.

Timing Flexibility

• If running behind: Reduce Segment 5 to 15 min (combine both activities into one)
• If ahead: Extend Segment 6 for more team identity work or Segment 4 for more detailed agreements
• Can extend Segment 7 for more detailed charter creation
• Segments 1 and 5 shouldn't be rushed: connection takes time

Key Facilitator Moves

In Segment 1:

• Create warm, welcoming environment from the start
• Model authenticity and vulnerability
• Draw out quieter voices
• Celebrate diversity of backgrounds and experiences

In Segment 2:

• Don't force clarity that doesn't exist
• Capture questions alongside answers
• Validate different interpretations
• Focus on building shared understanding, not perfect answers

In Segment 3:

• Make connections visible
• Help people see the system, not just individuals
• Surface interdependencies
• Normalise evolution of roles

In Segment 4:

• Push for specific, concrete agreements
• Ensure agreements work for everyone
• Balance structure with flexibility
• Emphasise iteration: "We can adjust these"

In Segment 5:

• Create genuine safety for vulnerability
• Validate concerns alongside hopes
• Build positive momentum
• Make appreciation specific and meaningful

In Segment 6:

• Keep it light and energising
• Don't force team identity
• Start simple with rituals
• Build excitement about team's potential

Throughout:

• Balance task and relationship
• Create psychological safety
• Make implicit explicit
• Celebrate the beginning of team journey

For Different Team Types

Brand new teams: Full workshop exactly as designed. Maximum need for all elements.

Teams with some existing members: Emphasise how new team context is different. Focus on integration of new members.

Reorganised teams: Acknowledge history while creating fresh start. May need to address "baggage" from previous structure.

Project teams: Adapt timeline references. Focus on project duration. Lighter touch on identity if temporary team.

Follow-Up Suggestions

• Week 1: Put working agreements into practice, notice what works
• Week 2: Quick team check-in - how are agreements working? Any adjustments?
• Week 4: Review team charter, update based on learning
• Month 2: Revisit team purpose and roles as understanding deepens
• Quarterly: Refresh working agreements and rituals
• When team changes (new members, role shifts): Revisit relevant sections
• Ongoing: Continue building rapport through regular connection time

Success Indicators

You'll know the workshop worked if:

• Team members know each other beyond job titles
• Shared understanding of team purpose (even if some questions remain)
• Clarity about each person's role and how roles connect
• Concrete working agreements about communication, collaboration, meetings, and norms
• Initial trust and psychological safety established
• Emerging team identity and values
• Energy and excitement about being part of this team
• Clear next steps and commitment to continue building

Appendix: Key Concepts Summary

New Teams Need Both Task and Relationship

Clarity and structure matter (purpose, roles, agreements). So do connection and trust. Balance both.

Psychological Safety Starts on Day One

Create safety early through vulnerability, validation, and valuing all contributions.

Clarity Increases Over Time

Don't expect perfect clarity on day one. Build initial shared understanding, refine through working together.

Co-Created Agreements Work Best

Involve team in creating working agreements rather than imposing rules. Higher ownership and fit.

Start Simple and Iterate

Better to start with simple agreements and practices than elaborate systems. Add complexity as needed.

Team Identity Emerges Through Action

Don't force team identity. Let it emerge naturally through shared experiences and reflection.

Questions Are as Valuable as Answers

Surfacing questions new teams have is valuable. Capture them, commit to addressing them.

Trust Builds Through Small Actions

Trust doesn't require grand gestures. It builds through consistent small positive interactions.

Everyone Brings Valuable Perspective

New team members all bring important experience and perspective. Create space for all voices.

The Beginning Shapes the Journey

How teams start matters. Invest time in foundations and reap benefits throughout team's life.