Once there is clarity on the mission and outcomes and the customer and their expectations are clearly defined, those chartering the team can begin to identify the size, composition, and members of the team. At this point, leaders should also be planning how they will orient the group and build team commitment.

Preparation: Selecting the right members of the team is arguably the most critical step. Most teams have their highest productivity with 7-10 members. Leaders should define which functions/departments need to be represented on the team and ensure the appropriate balance. Diversity of skills and thought is important to limit possible group-think. [The most cited example of this was when Chevrolet tried to market the Chevy Nova in Mexico. Without a Hispanic person on their marketing team, they didn't realize that "No va" means "doesn't go". Sales in Mexico were horrific.] Those chartering the team should also identify the desired technical/functional and personality characteristics of team members. During this process, leaders should plan the initial role definitions and ensure that the combination of roles covers all needed bases.

Commitment: Many times, team members will have this duty in addition to their regular work. Leaders will need to plan how to handle this situation. Some members will be eager to participate on the team. Others, however, may comply with the team role, but keep their focus on their regular duties. Orienting the team to its' purpose, importance, and deliverables is an important step for coalescing the group into a team. This builds team member understanding and ownership of the teams' efforts. Using Team Measures and Team Rewards will also reinforce the commitment and keep the focus on the team's work.

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