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

## 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