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There was no team cohesion. Some members didn't work as a group or respect the opinions or views of others.

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Only sharing problems without solutions. Lack of ownership
Lack of fun
Not integrated communications

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Some members more reliable than others
Some members more giving than others

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Lack of accountability and team cohesion
Abuse of position title and benefits (unethical behavior)
And lack of understanding their role entirely

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Lack of communication, expectation that work always comes first above personal needs and boundaries, everything was a rush and last minute

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- Lack of trust from peers and leadership
- No unified systems to work within
- Focused more on bottom-line instead of the client/customer
- Extra and perhaps unnecessary tasks (busy work, micro-managing tasks) that consume good working time

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When I worked at Men's Warehouse and it was prom and wedding season! The high volume of customers made it almost impossible to work together. We were all young, overwhelmed, and had poor direction from leadership.

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Everyone worked together to the goals met. We all relied heavily on each other and knew we could count on each other. There was never any confusion of guessing about a member of the team. One team one fight mentality.

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- We had each other's backs
- We distributed and shared workloads
- We had FUN

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We were consistent, honest, and we had buy in that we were all in this together

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Communication, efficiency, flexibility, compassion, understanding everyone's assigned tasks and how to support one another without feeling like one person is carrying the rest
Autonomy too!

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- Having autonomy and trust to get the job done and done well
- Shared/overlapping responsibilities to know if/when burnout came up, you could step away and do something else for awhile

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- The opportunity to work under pressure. I cannot explain the numerous occasions where I have been placed under stressful situations and forced to figure it out. I enjoy being thrown into the fire and cultivating the best solution. Adaptability
- Also learned how to become more vocal on my team

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Being able to lean on each other when we need support
Having open convos about things we need more help with or don't understand
Learning more than just "our" JD
Being able to function with or without PM or PC's

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- Integrated programming & comms
- Understand each other's wish lists and provide opportunities for growth
- Trust and ability to rely on each other
- Assume the best and then verify
- Create space in between cohorts to evolve the program, think, refresh

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- Cross functionality. Opportunities for us to display or showcase our experience/skills beyond our role
- Our team is the engine. And requires multi-faceted people. Don't be afraid to showcase those skills that can benefit the team through that discovery
- Also eternal optimism. There are times where we'll reach short of our goals. But remaining steadfast and passionate about the work and the audience drives what we do.

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Clear understanding of each other's communication preferences (gchat, email) and timeliness.
Also understanding everyone's responsibilities and how to support if needed.
A shared understanding of why what we are each responsible for matters. If it doesn't actually seem like it's actually a valuable investment of time, we should feel comfortable discussing this and voicing alternative ideas

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- Team communication early/often
- Clear expectations of one another and of what we're trying to deliver
- Not rushing big changes
- Fixing roots of issues and not just making temporary fixes to things/processes/etc.

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- Accountability (we know where we are each day, and what we're responsible for)
- Clear communication expectations (knowing how quickly someone will respond and where)
- Timelines (arriving to meetings/programming on time (or early!) and delivering work on time
- Having each other's backs
- Making time for fun
- Attention to detail
- Thinking ahead about what the program/fellows need, and what we as team members might need

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Being able to effectively communicate and trust one another. I believe that we are all passionate about our jobs and truly want our fellows to redefine their purpose. But we also should discuss what our purpose on the programs team is

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- Clear/transparent communication
- Share personal communication preferences
- Who needs to know this and why does someone need to know this
- Actionable communication
- Solutions focused instead of problem focused
- Entrepreneurial spirit
- Manage up, down, sideways (open feedback and sharing)
- Be present (keep calendar updated)

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Unavailability/Not being online or present during working hours

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Unavailability/Not being online or present during working hours

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Burnout

Need for more strategic planning time

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Leadership pushing changes that take priorities over day to day tasks

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Leadership pushing changes that take priorities over day to day tasks

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Missing relevant meetings and not getting caught back up with the team

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- Different locations/time zones
- Lots going on- only so many hours in a day
- Want to stay true to our Wellness values

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we need to get everything organized and in the same place so staff know where to find things when someone is out

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Being virtual is a blessing and a curse. Although we are extremely organized, sometimes we miss minor details because we don't have those quick face-to-face chats that you would typically have in the office. A suggestion would be bi-daily 5-10 minute morning or afternoon huddles/check-ins.

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- Upholding norms may lead to uncomfortable conversations
- Creating space for accountability and partnership and still feeling good at the end of the day

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We know what periods require the most attention.  Perhaps add more resources to these times to reduce overload

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- Think about who needs to know about what you're working on, and create time to knowledge share
- Assume the best and then verify
- Utilize group communication channels (Trello, Programs Team agenda, Google Chat)
- Keep calendars up to date (OOO office, Focus Time, Unavailable)

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- Our work/performance/results
- Timeliness (look ahead, lead time, on time for meetings/programming)
- Manage up, down, sideways
- About how you want to be communicated with, and how you'll respond

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- Identify problems, but bring at least one solution
- Conflict resolution/solution focused
- Create/maintain open space for feedback, pointing out things that aren't working
- Follow through on feedback, communicate changes that will or won't happen based on the feedback

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- Take care of each other on the team
- Check in on each other regularly
- Have each other's backs
- Lean on each other
- Share expertise and skills
- Make time for fun
- Empathize with each other, be compassionate towards each other
- Empathy with boundaries

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- Purpose of program
- Our own purpose (and sharing our purpose)
- Stay Aligned with Dog Tag Core Values
- Celebrate our wins

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- Lowest level resolution if possible (take to the person if possible, escalating only if needed)
- Use what we know about Business Chemistry to approach
- Use scaling (on a scale of 1-10, how they are feeling about...) what can be done to raise this?
- Take confidentiality into account

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- Sharing our communications preferences
- Updating calendars (OOO, availability)
- Improve project management (Trello, communication tools)
- Include people in information sharing and/or decision making process
- Find the fun in things!
- Check in with self on working within norms