Anytime you begin a new working relationship with a team or just a partner on a project it is very helpful to set aside time for a level set meeting. The purpose of this meeting is to share how each individual sees the goal, likes to work and engage with others. When we enter a new working relationship, we may think we know the answers to many, if not all, of these concerns, but mostly we know what we think or believe about them and haven’t a clue as to how the other person or group actually feels about these.

To develop a better understanding of our co-workers or co-leaders and of ourselves a focused conversation that sets aside time to share information on these topics is a good first step. And because there is likely to be differences in how these qualities are understood and valued, it is also a time to decide how the differences can be resolved, balanced, managed or accepted.

The list below are items that might be included in such a meeting. The list is too long for a single session, but one good way to start building a good working relationship is to decide together which ones should be discussed and which ones delayed for later.

Like any meeting this discussion should be carried out in a safe supportive environment which encourages the full participation of everyone and reduces hierarchy as much as possible.

Some of these differences may lead to hard conversations but it is assured that if the conversations are left to later when the emotions have been triggered, they will be much more challenging.

Agenda Items for Level Set Meetings

Direction

How do each of you see the goals of this work?

What is the shared, if any, sense of the purpose of this work?

How does the work fit into the larger strategy and goals of our unit, division or company?

Role

What are our various roles and responsibilities as best we know as we begin?

If these roles need to change how will we go making these changes together?

If “role creep” becomes an issue for any of us what is the best way to raise the issue?

Style

How do our working and leadership styles fit with others?

Some style considerations are:

• Big picture or details

• Active group engagement or solo work

• Decide today or wait for more information

• Logic focused and analytical or human centric and values oriented

• Terse or expansive

• Cooperative or competitive

Communication

How do we want to communicate? Key issues here are frequency, medium, subject, inclusion.

When we need to give each other feedback what are the expectations and rules for giving and receiving feedback?

Conflict

What are our obligations to raise and address conflict between each other?

How will conflicts be resolved?

If I have an issue with a team member, what can you expect from me in terms of raising and resolving this? Balance being candid, transparent, and to the point with genuine empathy for them.

Decisions

How will different types of decisions be made?

Will we make all of them within the team?

If not, which ones will include others and how does the whole team stay engaged and informed in this process?

Growth

What does each individual want from the project in terms of professional growth,  development, opportunity, recognition and advancement? 

There are of course many other subject areas for this on-going discussion and each of those above could have many more considerations added. The point here is to:

a) Get the conversation started,

b) Recognize that people have different approaches to work and life,

c) Normalize the process whereby a resolution of how “we” will work,

d) Expect some on-going tension, but also a process for resolving it, and

e) Build stronger relationships through shared understanding.

The time spent on a level set conversation will be repaid many times over through reducing miscommunication, improving understand of goals and direction, building trust, dealing with issues in an open straightforward way and building more commitment to the work and each other.