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- Herausgeber: John Wiley & Sons
- Kategorie: Bildung
- Sprache: Englisch
Strengthen and enhance your school support staff Are you a supporting team member who is tasked with both planning ahead and answering the phone every time it rings? In The Together Teammate, The Together Group Founder and CEO Maia Heyck-Merlin delivers a step-by-step action plan for school and nonprofit behind-the-scenes team members who keep things running smoothly! With clear advice, samples from operations and support roles, reflection questions and modifiable templates, this book will help teammates to strengthen their systems and keep all the trains running on time! Readers will also find: * Strategies for refining their organizational and time management systems in order to best support the missions of their organizations * Techniques for planning ahead and prioritizing accordingly * Ways to juggle multiple proactive projects and maintain strong customer service A comprehensive and practical guide for anyone who works behind-the-scenes in a mission-driven environment, such as nonprofits, schools, and foundations, The Together Teammate will also prove invaluable for project managers, IT associates, office managers, finance coordinators, executive assistants, chiefs of staff, and anyone who has both proactive and responsive aspects to their roles.
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Veröffentlichungsjahr: 2023
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Table of Contents
Cover
Praise for
The Together Teammate
Title Page
Copyright
Dedication
SECTION 1: Take Stock: Know Your Role and Set Your Priorities
CHAPTER 1: Introduction – The Who, What, and Why of Togetherness for Teammates
WHAT IS TOGETHERNESS, ANYWAY?
WHY THIS BOOK MATTERS TO ME
WHO, SPECIFICALLY, THIS BOOK IS FOR
WHY TOGETHERNESS MATTERS BEHIND THE SCENES
TOGETHER TRY‐ITS
HOW THIS BOOK IS ARRANGED
HOW TO MAKE THE MOST OF THIS BOOK
LET'S GET THE TOGETHER PARTY STARTED!
CHAPTER 2: Get Crystal Clear – Roles, Priorities, and Targets, Oh My!
WHAT IS YOUR ACTUAL JOB? GET CLEAR ON THE OUTCOMES AND INPUTS
DEFINE SUCCESS IN YOUR TOGETHER TEAMMATE ROLE – SET THOSE PRIORITIES AND TARGETS
GET YOUR OWN PRIORITIES IN ORDER
TRACK FOR YOURSELF AND SHARE PROGRESS
YEAR‐AT‐A‐GLANCE – MAP IT ACROSS A CALENDAR
SHELLY'S YEAR‐AT‐A‐GLANCE
ERYN'S YEAR‐AT‐A‐GLANCE
BUILD YOUR YEAR‐AT‐A‐GLANCE
TURBO TOGETHERNESS
MANAGER MOMENT
Together Tour
WHAT IS YOUR MOST USED TOGETHER TOOL TO KEEP
YOURSELF
TOGETHER?
HOW DO YOU RE‐TOGETHER YOURSELF WHEN UNEXPECTED THINGS POP UP?
WHEN IS A TIME YOU HAD TO ADJUST YOUR TOGETHERNESS PRACTICES AND WHY?
HOW HAS TOGETHERNESS HELPED YOU COMMUNICATE AND WORK WITH OTHERS?
HOW DO YOU HANDLE WORKING WITH COLLEAGUES WHO ARE SLIGHTLY LESS THAN TOGETHER?
WHY DOES TOGETHERNESS MATTER TO YOU AT WORK AND AT HOME?
Together Teammate Self‐Assessment: Consider Your Current Organizational Tools, Habits, and Routines
SECTION 2: Get Yourself Together: Create Your Together Tools
CHAPTER 3: Look Far Forward – Create a Comprehensive Calendar
WHY INVEST IN A LONG‐TERM CALENDAR?
COMPREHENSIVE CALENDAR SAMPLES
SELECT A CALENDAR TOOL
BUILD YOUR OWN COMPREHENSIVE CALENDAR
HOW TO USE YOUR COMPREHENSIVE CALENDAR
TURBO TOGETHERNESS
CHAPTER 4: Build a Long‐Term List – Yup, This Is Everything!
WHY KEEP A LONG‐TERM LIST
LONG‐TERM LIST SAMPLES
SELECT YOUR LONG‐TERM LIST TOOL
BUILD YOUR LONG‐TERM LIST
ROUTINES TO MAKE USE OF YOUR LONG‐TERM LIST
TURBO TOGETHERNESS
MANAGER MOMENT
Together Tour
WHAT IS YOUR MOST USED TOGETHER TOOL TO KEEP
YOURSELF
TOGETHER?
HOW DO YOU RE‐TOGETHER YOURSELF WHEN UNEXPECTED THINGS POP UP?
WHEN IS A TIME YOU HAD TO ADJUST YOUR TOGETHERNESS PRACTICES AND WHY?
HOW HAS TOGETHERNESS HELPED YOU COMMUNICATE AND WORK WITH OTHERS?
HOW DO YOU BALANCE THE PROACTIVE FOCUSED PART OF YOUR JOB WITH THE REACTIVE TASKS THAT POP UP?
HOW DO YOU HANDLE WORKING WITH COLLEAGUES WHO ARE SLIGHTLY LESS THAN TOGETHER?
WHY DOES TOGETHERNESS MATTER TO YOU AT WORK AND AT HOME?
CHAPTER 5: Break Down the Big Stuff – Project Planning
DETERMINE WHAT NEEDS A PROJECT PLAN – AND WHAT DOESN'T
CREATE A PROJECT SUMMARY
PROJECT PLAN SAMPLES
BUILD YOUR PROJECT PLAN
COMMUNICATE ABOUT THE PROJECT WITH OTHERS
PLAN FOR THE UNEXPECTED BECAUSE IT ALWAYS HAPPENS – TRUST ME
INTEGRATE WITH YOUR TOGETHER TOOLS
TURBO TOGETHERNESS
MANAGER MOMENT
CHAPTER 6: Fill with Staples, Make Room for Snacks – Build a Weekly Worksheet
THE PURPOSE OF PLANNING FOR A WEEK
COMPONENTS OF A WEEKLY WORKSHEET
WEEKLY WORKSHEET SAMPLES
PERSONALIZE YOUR WEEKLY WORKSHEET TOOL(S)
PRACTICE BUILDING YOUR FIRST WEEKLY WORKSHEET
PUT YOUR WEEKLY WORKSHEET INTO ACTION
TURBO TOGETHERNESS
CHAPTER 7: Host a Meeting with Yourself – and Prep for the Week Ahead
MEETING WITH YOURSELF: THE WHY
MEETING WITH MYSELF CHECKLIST SAMPLES
BUILD YOUR OWN MEETING WITH MYSELF CHECKLIST
CREATE THE CONDITIONS TO SUCCESSFULLY MEET WITH YOURSELF
COMMUNICATING AFTER YOUR MEETING WITH YOURSELF
TURBO TOGETHERNESS
MANAGER MOMENT
Together Tour
WHAT IS YOUR MOST USED TOGETHER TOOL TO KEEP
YOURSELF
TOGETHER?
HOW DO YOU RE‐TOGETHER YOURSELF WHEN UNEXPECTED THINGS POP UP?
WHEN IS A TIME YOU HAD TO ADJUST YOUR TOGETHERNESS PRACTICES AND WHY?
HOW HAS TOGETHERNESS HELPED YOU COMMUNICATE AND WORK WITH OTHERS?
HOW DO YOU HANDLE WORKING WITH COLLEAGUES WHO ARE SLIGHTLY LESS THAN TOGETHER?
WHY DOES TOGETHERNESS MATTER TO YOU AT WORK AND AT HOME?
Put It All Together: Build Your Together System
CUSTOMIZE YOUR OWN TOGETHER SYSTEM
CHAPTER 8: Get Those Inboxes in Check – Set up Your Digital Life
SET UP YOUR INBOXES FOR SUCCESS
GET YOUR DIGITAL DOCUMENTS IN ORDER
DEALING WITH ALL THAT OTHER DIGITAL CLUTTER
TURBO TOGETHERNESS
CHAPTER 9: Plan for the Pivot – Deal with the Daily Deluge
THE INNOCENT INTERRUPTION
MOVE SWIFTLY THROUGH YOUR INBOX(ES)
SYSTEMATICALLY CAPTURE INCOMING NEW REQUESTS
PAUSE TO PLAN YOUR PIVOT – AND THEN COMMUNICATE
TURBO TOGETHERNESS
MANAGER MOMENT
Together Tour
WHAT IS YOUR MOST USED TOGETHER TOOL TO KEEP
YOURSELF
TOGETHER?
HOW DO YOU RE‐TOGETHER YOURSELF WHEN UNEXPECTED THINGS POP UP?
WHEN IS A TIME YOU HAD TO ADJUST YOUR TOGETHERNESS PRACTICES AND WHY?
HOW HAS TOGETHERNESS HELPED YOU COMMUNICATE AND WORK WITH OTHERS?
HOW DO YOU BALANCE THE PROACTIVE FOCUSED PART OF YOUR JOB WITH THE REACTIVE TASKS THAT POP UP?
HOW DO YOU HANDLE WORKING WITH COLLEAGUES WHO ARE SLIGHTLY LESS THAN TOGETHER?
WHY DOES TOGETHERNESS MATTER TO YOU AT WORK AND AT HOME?
SECTION 3: Get the Team Together: Teammate Tricks to Move the Work Forward
CHAPTER 10: Craft Clear Communications to Move Others to Action
WHAT METHODS DOES YOUR ORGANIZATION USE TO COMMUNICATE?
WRITE YOUR MESSAGES WITH A BIAS TOWARD RESULTS
SEND THE NEWSLETTERS, MEMOS, AND NOTES – OH, MY!
TURBO TOGETHERNESS
MANAGER MOMENT
CHAPTER 11: Make the Most of Your Meetings – Before, During, and After
GET CLEAR ON YOUR ROLE IN EACH MEETING YOU ATTEND
MAKE THE MOST OF MEETINGS WITH YOUR MANAGER
MANAGE MEETINGS FOR A GROUP OR TEAM
PLANNING FOR THE NEXT SEVERAL MEETINGS – AND NOT JUST TODAY'S!
TAKE NOTES IN MEETINGS – AND OWN THE FOLLOW‐UP
BE THE MEETING MANAGER – OWN THE MEETING START TO FINISH
TURBO TOGETHERNESS
MANAGER MOMENT
CHAPTER 12: Peek Around the Bend – Forecasting into the Future
SUPPORTING OTHERS TO FORECAST
SUPPORT STAKEHOLDERS WITH FORECASTING
TURBO TOGETHERNESS
Together Tour
WHAT IS YOUR MOST USED TOGETHER TOOL TO KEEP
YOURSELF
TOGETHER?
HOW DO YOU RE‐TOGETHER YOURSELF WHEN UNEXPECTED THINGS POP UP?
WHEN IS A TIME YOU HAD TO ADJUST YOUR TOGETHERNESS PRACTICES AND WHY?
HOW HAS TOGETHERNESS HELPED YOU COMMUNICATE AND WORK WITH OTHERS?
HOW DO YOU BALANCE THE PROACTIVE FOCUSED PART OF YOUR JOB WITH THE REACTIVE TASKS THAT POP UP?
HOW DO YOU HANDLE WORKING WITH COLLEAGUES WHO ARE SLIGHTLY LESS THAN TOGETHER?
WHY DOES TOGETHERNESS MATTER TO YOU AT WORK AND AT HOME?
CHAPTER 13: Systems Spotting – If You See Something, Say Something!
TURN UP YOUR SYSTEMS ANTENNAE
TURN PAIN POINTS INTO SMOOTH SYSTEMS
CREATE SYSTEMS TO SUPPORT OTHER HUMANS
SHANNON'S SUPPLY ORDER FORM
THE CALL TO CODIFY – WHY?
TURBO TOGETHERNESS
MANAGER MOMENT
CHAPTER 14: Own the Outcomes: Take Charge, Especially When You Are Not the Boss!
WHAT IS OWNING THE OUTCOME AND WHY DOES IT MATTER?
ASK QUESTIONS TO CLEAR THE COBWEBS (AKA GET CLEAR ON THE OUTCOME)
TRACK PROGRESS TOWARD THE OUTCOME
TURBO TOGETHERNESS
MANAGER MOMENT
Together Test
CHAPTER 15: Togetherness Is a Journey, Not a Destination
RECALL THE MEANING OF YOUR WORK
WALK THE TOGETHERNESS PATH WITH OTHERS
YOU ARE NOW A TOGETHER TEAMMATE! (YOU PROBABLY ALREADY WERE)
TOTAL TOGETHER TOURS
GOODBYE, BE WELL, AND BE TOGETHER
Contributors
Acknowledgments
About the Authors
MAIA HEYCK‐MERLIN
HEIDI GROSS
Index
End User License Agreement
List of Illustrations
Chapter 2
Figure 2.1 Brett's Priorities and Targets for His Team.
Figure 2.2 Jen's Team‐Level Targets.
Figure 2.3 Priscilla's Target Tracker for Candidate Forum RSVPs.
Figure 2.4 Shannon's Target Tracker.
Figure 2.5 Shelly's Year‐at‐a‐Glance.
Figure 2.6 Eryn's Year‐at‐a‐Glance.
Figure 2.7 Year‐at‐a‐Glance Template.
Chapter 3
Figure 3.1 Dominique's Comprehensive Calendar in Google.
Figure 3.2 All‐Day Calendar Appointments in Google and Outlook.
Figure 3.3 Maggie's Comprehensive Calendar in Google.
Figure 3.4 Stacia's Comprehensive Calendar in Outlook.
Figure 3.5 Up‐Close All‐Day Appointment Usage in Stacia's Outlook Calendar....
Figure 3.6 Brett's Comprehensive Calendar – with daily appointments added.
Figure 3.7 Teresa's Paper‐Based Calendar Extraction.
Chapter 4
Figure 4.1 Ana's Long‐Term List.
Figure 4.2 Eryn's Long‐Term List in monday.com.
Figure 4.3 Liz's Long‐Term List.
Figure 4.4 Fiama's Shorter‐Term List.
Chapter 5
Figure 5.1 Fiama's Project Summary.
Figure 5.2 Colleen's New Teacher Orientation Project Summary.
Figure 5.3 Clara's Graduation Project Plan.
Figure 5.4 Emily's School Name Change Project Plan.
Figure 5.5 Eryn's Project Plan.
Figure 5.6 Molly's Project Update.
Figure 5.7 Maggie's Daily Book Publishing Project Email.
Chapter 6
Figure 6.1 Weekly Worksheet Template.
Figures 6.2. Jazmin's Weekly Worksheet.
Figure 6.3 Jazmin's End‐of‐Week Weekly Worksheet.
Figure 6.4 Eliana's Weekly Worksheet.
Figure 6.5 Eliana's End‐of‐Week Weekly Worksheet.
Figure 6.6 Hannah's Weekly Worksheet.
Figure 6.7 Ashley's Weekly Worksheet.
Figure 6.8 Ashley's Notebook to Catch New Work.
Chapter 7
Figure 7.1 Meeting with Myself Checklist Template.
Figure 7.2 Stacia's Meeting with Myself Checklist.
Figure 7.3 Dominique's Meeting with Myself Checklist.
Figure 7.4 Lauren's Meeting with Myself Checklist.
Figure 7.5 Brett's Meeting with Myself Checklist.
Figure 7.6 Heidi's Post‐Meeting with Herself Communication.
Figure 7.7 Kendra's Pre‐Vacation Meeting with Herself Communication.
Chapter 8
Figure 8.1 Brett's Gmail Inbox Labels.
Figure 8.2 Katie's Outlook Inbox Folders.
Figure 8.3 Ana's Outlook Inbox Numbered Folders.
Figure 8.4 Clara's Gmail Inbox Labels.
Figure 8.5 Erin's Outlook Inbox Folders.
Figure 8.6 Clara's Google Drive Folders.
Figure 8.7 Sara‐Kate's Folder Structure.
Figure 8.8 Sara‐Kate's Archive Folder.
Figure 8.9 Adelante's Shared Drive Structure.
Figure 8.10 The Together Group's Naming Norms.
Chapter 9
Figure 9.1 Coney Island Prep's front office staff availability.
Figure 9.2 Erin's On‐Call Schedule.
Figure 9.3 Brett's Inbox Pause.
Figure 9.4 Ana's Categorized Inbox.
Figure 9.5 Lauren's Deluge Rapid Response.
Figure 9.6 Teresita's Requests Tracker.
Figure 9.7 Kevin's Thought Catchers in GoodNotes.
Figure 9.8 Kendra's Midweek Pivot.
Figure 9.9 Heidi's Reprioritization Email.
Chapter 10
Figure 10.1 Jordan's Operations Team Communications.
Figure 10.2 Arthur Ashe's Communication Guidelines.
Figure 10.3 AJ's Operations Slack Channel.
Figure 10.4 Kendra's Multiple Choice Email.
Figure 10.5 Eryn's Task Assignment Calendar Invite.
Figure 10.6 Kendra's Table‐Formatted Email.
Figure 10.7 Erin's Weekly Email to Operations Directors.
Figure 10.8 Shamrock's Weekly Newsletter.
Figure 10.9 Chicago Collegiate's Internal Operations Hub.
Figure 10.10 Gem Prep's Link Sheets.
Chapter 11
Figure 11.1 Venecia's One‐on‐One Meeting with Her Manager.
Figure 11.2 Emily's Meeting Agenda with Her Manager.
Figure 11.3 Lola's Team Meeting Agenda.
Figure 11.4 Kevin's Operations Team Meeting Agenda.
Figure 11.5 Shannon's Team Meeting Agenda.
Figure 11.6 Marissa's Meeting Invite.
Figure 11.7 Josh's Meeting Agenda in OneNote.
Figure 11.8 Jen's Meeting Topic Tracker.
Figure 11.9 Maya's Meeting Topic Forecast.
Figure 11.10 Meeting Notes Template.
Chapter 12
Figure 12.1 Jennie's Forecaster for a Manager Meeting.
Figure 12.2 Lauren's Team Forecaster.
Figure 12.3 Kendra's Pre‐Vacation Forecast.
Figure 12.4 Kendra's Staffing Forecast.
Figure 12.5 Kendra's Book Order Forecasting Email.
Figure 12.6 Heidi's Summer Closure Preview Email.
Chapter 13
Figure 13.1 Maia's Work Trip Packing System.
Figure 13.2 Teresa and the KIPP Team's Conference Supply System.
Figure 13.3 Kat's Purchase Order System.
Figure 13.4 Kendra's System Spotting.
Figure 13.5 Shannon's Supply Request Form.
Figure 13.6 Emily's System for Tracking Meetings.
Figure 13.7 Shannon's Staff Exit Checklist.
Figure 13.8 Eryn's Recruitment One‐Pager.
Figure 13.9 Lola's Report Card Codification.
Chapter 14
Figure 14.1 Lauren's Clarifying Questions.
Figure 14.2 Heidi Owns the Outcome.
Figure 14.3 Heid's Task Assignment to Close the Loops.
Figure 14.4 Kendra Assigns a Task.
Figure 14.5 Sophie's Board Prep with the Executive Team.
Figure 14.6 Kendra's Open Loop Tracker.
Guide
Cover Page
Praise for The Together Teammate
Title Page
Copyright
Dedication
Table of Contents
Begin Reading
Contributors
Acknowledgments
About the Authors
Index
Wiley End User License Agreement
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Praise for The Together Teammate
“Master the art of productivity with Maia's book, which teaches the best practices of organizing your work and achieving maximum efficiency. Whether you're a seasoned pro or just starting out in your career, this book is the ultimate guide to optimizing your workflow and achieving success.”
–Christopher Hines, Chief Operating Officer, Crescent City Schools
“Finally, a book about being ‘Together’ for all members of my team! This is a book that helps anyone operate effectively as an individual and as a part of a greater team!”
–Jenny Tan, Chief of Schools, KIPP Northern California
“As a Together Leader, I completed this book review timely and on my own terms, all while managing multiple personal and professional priorities and getting plenty of sleep. This could be you! Maia Heyck‐Merlin has delivered another great guide to support teammates in high‐performing organizations of all sizes.”
–Cate Swinburn, Co‐Founder, President, and CEO, YouthForce NOLA
“Maia has done it again! Through powerful tools, practical tips, and personal wisdom accumulated through a career as an educator and nonprofit leader, Maia demystifies the ‘magic’ behind getting things done. The Together Teammate fills the void in speaking to the unique challenges and pressures experienced by those in the vast workplace middle – not yet leading organizations, but nonetheless doing significant and complex work. This book is a must‐read for any team member looking to increase their effectiveness, conquer the chaos, and experience the awesome feeling of Togetherness.”
–Dr. Michael Cormack, Deputy Superintendent, Jackson Public Schools
“Maia and her team have been helping people in operational support roles for almost 20 years to be more Together and thoughtful in their day‐to‐day operations. This book takes what I learned in The Together Leader and helps me apply my Together Tools in a whole new way not only to my professional world, but in my personal life as well. The Together Teammate provides vital and life‐changing support to anyone juggling multiple priorities, tasks, and audiences.”
–Fortunata Blecharczyk, Operations Manager
“The Together Teammate will benefit any public service professional who must decide how to use their limited time to make the most impact. I was able to implement Maia's tools immediately to become a more efficient professional and leader.”
–Daniel Heller, Independent Education Consultant
THE TOGETHER TEAMMATE
Build Strong Systems, Make the Work Manageable, and Stay Organized Behind the Scenes
Maia Heyck-Merlinwith Heidi Gross
Copyright © 2023 by Maia Heyck‐Merlin. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada.
ISBNs: 9781119698869 (Paperback), 9781119698838 (ePDF), 9781119698852 (ePub)
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Cover Art: © Getty Images l Bubaone
Cover design: Paul McCarthy
Interior illustration design: Kendra Rowe Salas
To Kendra Rowe Salas, cheers to ten years, and because you are the epitome of Togetherness to me and so many others.
SECTION 1Take Stock: Know Your Role and Set Your Priorities
CHAPTER 1Introduction – The Who, What, and Why of Togetherness for Teammates
Welcome to the Together Universe, my friends! I'm so glad you're here, and I'm excited for our journey into the world of Togetherness. Perhaps you picked up this book because you're searching for solutions so that you can move away from having to put out fires all day. Or maybe you're seeking boundaries and balance. Or you're brand new in your role and want to start out with some clear structure and intention. Or you've been in your position for a long time and things are generally going just fine, but you are looking for a good old‐fashioned Together Tune‐up.
What is The Together Teammate, you may wonder. Well, after I wrote The Together Teacher and then The Together Leader, I kept seeing individuals show up in my classes who were not teachers or leaders. They also didn't necessarily work in schools; they were from nonprofits, social‐justice–focused organizations, and even … corporate settings. Or they were leaders but had less autonomy and more reactive jobs than some other folks. These people, you all, kept appearing in my classes and the tenor of your challenges was similar to leaders and teachers, but also unique. Here are a few things I heard about what your days contain:
The incessant email/voice message/Slack/Teams notifications for the laptop help desk
The constant interruption of a school entrance buzzer all day long
The tracking of scheduling preferences for a manager who changes their mind constantly
The copier that broke right before a board meeting and the materials need to go out
now
The hiring manager who wants you to set up candidate interviews first thing tomorrow
The vendor for the holiday party that simply won't get back to you
The manager who calls you for an urgent data report
right at this minute
And yet, while you (dear reader) were carefully playing whack‐a‐mole with the unexpected, the constant deluge, and the busy – all likely with a smile and careful customer service orientation – some other more long‐term, perhaps more strategic, more systems‐level work was getting pushed to the bottom of the list. And then you are in full‐on task mode, which leads to more full‐on task mode, which can result in the same patterns over and over. And that is just today. And so, here, I hope, is a text that will help you manage and juggle all of the above. But first, what is this Togetherness of which I speak?
WHAT IS TOGETHERNESS, ANYWAY?
Ahh, it's a familiar question: Is this just another book about how to be organized? Well, no, not exactly. Organization might be part of it, but I believe it's a little more than that. To me, Togetherness evokes a feeling. See if you can picture it. I'm sure you've heard the phrase “She/he just has their ____ together.” That's the feeling we in the Together‐verse are going for, specifically:
You have a sense of everything on your plate, even if you don't complete it all today.
You can communicate your priorities consistently, naming trade‐offs if necessary, and your work reflects these priorities.
You follow up on all items, both big and small, that are important to others.
You plan ahead thoughtfully, allowing buffer time for emergencies.
You block time for your most important priorities, but leave room for emergencies.
You are considered reliably responsive, but not immediately playing whack‐a‐mole to everything.
You create boundaries, if you choose, between work and life, and you honor those boundaries through careful communication.
All of these things combined equal what we call Togetherness. You may have your own definition, or things you would add or take away. But my headline is that I don't equate Togetherness with perfection. Instead, my focus is on intentionality, results, and impact. What I mean by this is it is possible to appear to be completely Together and not actually accomplish the things that matter. To create gorgeous deliverables that may look good, but not be user‐friendly enough to get to the outcomes needed. Or to “get things done” without actively applying your own critical thinking lens to how these tasks serve the ultimate goal. To me, color‐coding and formatting in a Google Sheet can be helpful strategies to get the work done well, but are never the end goal. I focus on prioritization, relationships, and making time for what matters most – which is entirely up to you, the reader, to define for yourself.
Reader Reflection: What would Togetherness look like in your role? As we embark on this Togetherness Journey together, I do want you to keep a few things in mind:
Togetherness is a journey, not a destination.
There will not be a mountaintop moment where all of a sudden you magically hit Inbox Zero, every project is wrapped up neatly, and projects are delegated perfectly. I think of Togetherness as a set of small tweaks meant to make your work lives more effective and efficient – and, dare I say, joyful?!
Everything in this book is an offering.
It's a buffet of Togetherness, if you will. This book is not “must‐read‐then‐implement‐and‐utilize‐every‐single‐tool.” Nope, not my thing, and shouldn't be yours either. Consider this a buffet – take a little of this, try a lot of that, reject all of that. Not everything is meant to work with all people in all contexts. Put Together your own Togetherness plate.
I assume you already have aspects of Togetherness in place.
Well, of
course
you do. You are functioning adults with jobs and personal responsibilities and more. If you have Togetherness practices that
work
, then by all means keep them. Use this book to enhance around the edges, pick up a few tips, and test out a few things.
FAQ: Does this text focus on work‐life balance as well? To the extent you are interested in going there, I do focus on balance. Over the years my classes have naturally included some attention to your personal lives, including ensuring time for rest, leisure, family, and friends. We are each one human, with one calendar, and one life. Getting more Together at work will automatically reap benefits for the personal side of things. No more being awakened by your Anxiety Brain (coined by a member of the Together Team) in the middle of the night, finding yourself fumbling for a sticky note or your phone, or asking yourself if you actually sent that email or just composed it in your brain? All of those thoughts rattling around will eventually have a negative impact on your home life, whether that takes the form of distraction, irritation, or plain old exhaustion. My sincere hope is that, if your systems at work are written down and reviewed regularly, you will “trust” that your Together System has caught everything – thus freeing your mind to enjoy time away from work. That said, if you choose to read this book through a purely professional lens, we welcome that, and you will still find it effective.
WHY THIS BOOK MATTERS TO ME
Many people know me as Maia (Papaya), MHM, or simply That Together Lady. Seriously, the last one is what someone once called me on a plane when they recognized me!? Since 2012, I have released two titles, The Together Teacher and The Together Leader, and two micro books, The Together Project Manager and The Together Work‐From‐Home Teacher. Since 2005, my small‐but‐mighty team and I have conducted hundreds of trainings for schools, districts, and nonprofit organizations. I spend as much time in the field as possible, listening to and learning from people whose work usually involves important mission‐driven outcomes, a heavy social justice component, and somewhat unpredictable environments. Combine that with passionate people trying to make the world a better place, and we have an occasional recipe for overwork and burnout. In almost every single training, I have a group of people who work, often behind‐the‐scenes, to make education and mission‐driven entities function at a high level – people like human resource managers, district IT support, cafeteria managers, special education coordinators, executive assistants to CEOs, charter network recruiters, data managers, and so on. And I have a special place in my heart for these folks, the teammates.
I've always loved behind‐the‐scenes work – and making large ideas and events come to fruition through careful planning. I literally picked my college because, when I visited at age 16, I observed a massive joyful campus event (called Kids’ Day at Tufts University) and thought, “I would like to run that community event one day.” I was attracted to the moving pieces, the gathering of people, and the ultimate goal of welcoming the community onto a campus. And lo and behold – as a sophomore, I was elected to lead Kids’ Day for the University. And while my career continued into direct service – as a teacher, as the leader of an intense summer teacher training experience, as an executive within an education organization, as a staff trainer, and then in my work directly with schools – I've always been the person who has asked the questions around “How will we make this work?” Add in over five years of working on the operations side of schools and two decades of training people who work behind the scenes – from every single school secretary for Madison Public Schools to the assistants at YES Prep in Texas to all operations team members and staff for FIRST Inspires in New Hampshire – so at this point I have some unique insight into the skills, motivations, stressors, and success factors in these demanding roles. Seeing all of these dynamics at work has made me very excited to write a book specifically for those of you in support roles, and here you have it: The Together Teammate – the third title in what will now be a “Together Trilogy.”
What I am utterly convinced of is that this behind‐the‐scenes work or “trains running on time,” or however you define keeping the mechanics, operations, and logistics smooth is essential to making missions possible (Tom Cruise jokes aside). Without your detailed thinking, careful planning, strategic flexibility, and problem solving on the fly, the ultimate mission (for whomever your organization serves) is simply not possible. Maybe you are already there (and if so, congrats!), but imagine how fulfilling your work would be if:
You roll out new software in your organization with a detailed training plan – and everyone follows the plan! The new software is up and running and making the organization's work more efficient.
The school talent show runs flawlessly because you created a minute‐by‐minute plan so everyone knew where to be when. The students are so proud, and the parents so impressed!
You distribute technology to every single staff member – and at the end of the year everything comes back! What a budget save!
The board retreat has agendas distributed in advance, airtight audio, and a lunch menu that is appealing to all people. Now the board can make effective decisions to push the organization ahead.
The hiring fair has a rotating cast of teammates all taking turns all day, gorgeous recruitment materials in hand, and the candidates are followed up with within 24 hours. What a win for hiring the right people!
You get the picture. You matter, your work matters, and I am passionate about helping you excel in this important work.
WHO, SPECIFICALLY, THIS BOOK IS FOR
I'll be honest. I grappled with this question of audience for years in the lead‐up to this book, and even a bit while writing it. But after conducting dozens of interviews, this book emerged to fill the gap for roles such as:
Nonprofit support staff, such as chiefs of staff, information technology associates, human resources professionals, finance analysts, marketing team members, project managers, recruiters, and other people in what are commonly known as functional areas
School office staff, such as attendance clerks, secretaries, and assistants
School professional staff, such as data analysts, budget managers, operations assistants, operations directors, and operations managers
School district or education agency noneducation professionals, such as executive assistants, budget analysts, communications staff, finance assistants, grants and compliance teams, and so on
While the aforementioned groups are the focus of this book, I have seen my work easily fit into for‐profit companies as well, so if you work for one of those, welcome. I'm glad you are here.
You may glance at the previous list, and think, “What do these people have in common and how does one book serve all of their Togetherness needs?” Well, the themes I've seen in Together Teammate roles are:
You likely have a set of tasks that is proactive and predictable.
You may also have a set of tasks that is reactive and customer‐service focused – and not always predictable.
You may directly interact with students, clients, or other stakeholders – or may be fully behind the scenes.
You likely find yourself fielding last‐minute requests or dealing with crises (hopefully this isn't a daily occurrence!).
You may have mostly self‐directed work or may spend your days responding to colleagues’ requests.
You sometimes do not manage others, but often need to influence your peers and managers.
You ensure high levels of collaboration with other people to push projects ahead.
Perhaps most challengingly, you balance a set of proactive, strategic projects while also dealing with reactive customer service work.
If any of these describes your work world, welcome to the world of Togetherness.
FAQ: Can I read this book if I am in operations, but I also manage others? Yes, absolutely. You may think about it for your own work, or skip ahead to Section 3 around mindsets and processes, especially if your Together Tools are already in place. Additionally, I have ended many chapters with what I call “Manager Moments” for anyone who wants to think about how they may want to use these tools and concepts as a leader of teammates.
WHY TOGETHERNESS MATTERS BEHIND THE SCENES
I certainly understand the temptation you may have to say, “Why on earth should I bother even trying to get Together? Have you seen how my day blows up? I am quite literally cleaning up after people all day long.” And yet … Your Togetherness matters deeply, and over the past two decades, I've had the privilege of working with people in behind‐the‐scenes roles in nonprofits, schools, school districts, and occasionally large corporate settings. It is clear just how much you are juggling, and why getting and staying Together are mission‐critical. These quotes from my Together course participants tell some of that story.
“Togetherness matters to my specific role because I am responsible for ensuring that both schools run as efficiently as possible, which means that critical tasks from bus assignments to accounts payable need to be completed on a daily basis.”
“My team members and principals depend on me to prioritize for the team, get things done, and follow through on commitments. Togetherness is keeping the ball rolling and strategically prioritizing projects for my team.”
“I have to organize all students’ special education paperwork and coordinate deadlines. I also have to balance this with managing, coaching, and evaluating five people. Togetherness matters so that I maximize the time I am at work and still have time at home to do the things I love and keep me balanced.”
“Togetherness in my role matters because having all the records and information is vital to our schools getting the proper funding and the mobility of our students.”
“I get constant interruptions from staff and families. That said, they are the priority and making sure their needs are met is of utmost importance. From needing a paper clip to a family emergency, it is important to that individual. The balance between taking care of staff and families and, say, entering payroll is the tricky part!”
I'm sure these quotes resonate with you, and that is why you selected this book. I hope you saw the themes such as “vital,” “maximize,” “balance,” “prioritize,” and “follow‐through.” It should be clear by now that I believe your roles as Together Teammates are unique! Through your careful attention to details, specific tasks, and behind‐the‐scenes concerns, you are ultimately supporters of a larger goal – whether that is achieving a certain mission or making greater impact in a certain area – or both. My favorite way of understanding the importance of your roles is this quote from a former colleague: “Smooth operations are like air. They are expected, and no one notices. But when operations are bumpy, it is a crisis – and everyone notices.” To me, this speaks to the vital nature of your roles, the essential value of your work, and how necessary it is to enable the work to run smoothly.
I know your jobs are both demanding and rewarding, and my hope is that this text helps you find a way to be structured, yet spontaneous. Planned, yet flexible. Have the work be meaningful, yet manageable. Able to forecast events, but also focused in the moment. My wish is that this book unleashes your potential, gives you permission to plan, and helps you feel the value you add to your organization or team.
Reader Reflection: Why does Togetherness matter in your role? Why did you pick up this book?
Now that you have jotted a few notes on why Togetherness matters, let's chat about what I call Together Try‐Its. These are some particular habits I have observed the most Together Teammates exhibit and practice on a daily basis.
TOGETHER TRY‐ITS
As I interviewed, shadowed, and reviewed samples from dozens of Together Teammates over the course of two years, a few habits kept bubbling to the surface. Whether these individuals were in nonprofit roles, school‐based roles, or other supporting roles, the practices they exhibited throughout their workdays were similar. I call these Together Try‐Its. In some cases, I have written entire chapters about them, and in all cases, I have woven them in throughout the text. Let's review these Try‐Its together and define them. As you read them, consider how you do or could exhibit these in your work.
Pause to Plan.
While this Together Try‐It is not limited to teammates, it is so important that I want to call it out. Take time at consistent intervals to pause and plan for the coming days, weeks, and months. Set an agenda and outcomes for this time, and recognize it as integral to your work.
Pivot Powerfully.
Discern when a pivot is needed and when it isn't. When a pivot is needed, waste no time in reworking your plan for the day, keeping the correct priorities at the forefront.
Close the Loops.
Track tasks through the process until completely resolved. You should be tracking every item you toss out into the world and pushing it ahead until it is complete and tied neatly in a bow.
Own the Outcome, Not the Task.
In many cases, you may be assigned a particular task, and it can be very easy to just complete the task and cross it off the list. Consider your work complete only when the desired outcome is accomplished, rather than the To‐Do checked off.
Show Your Work.
Communicate consistently about your projects and tasks, preemptively answer questions, and provide information at the time people need it. Be prepared to show behind‐the‐scenes steps, if required.
Forecast Forward Frequently.
Be the person who is looking ahead on the calendar, identifying potential collisions, and backwards mapping for the team.
Be the Bird's‐eye.
Often you will be the only person who sees the full picture of a project or task, and you can play a role in helping others see how all the pieces fit together.
Spot the Need for Systems.
As you see patterns of one‐off requests and tasks, constantly consider the value of a system to solve the challenge – and then propose that system. Anything you can do to automate processes, make tasks predictable, and reduce decision‐making fatigue will be deeply appreciated.
Stand in the Shoes of Others.
As you create documents and design plans, place yourself in the shoes of the end user. Picture others working through your directions and information and do your best to set them up to be successful.
Clear the Cobwebs.
You may have projects or tasks that are a bit … shall we say, murky? Your job as a Together Teammate is to synthesize information, get rid of the static, and ultimately help get situations to clarity. Break it into manageable pieces, discern key questions, and push those questions to get answered. Practice helping others do this with their work, too.
Keep it One‐Click.
When providing information to others, consider how you can convey the information with the clearest context, the maximum information, and the decision point or key details at someone's fingertips.
Get Recommendation Ready.
You may think you are just here to execute what others dictate or delegate, but my hope is that you play a role in research and recommendations of the best possible outcomes for any upcoming decision. Instead of just saying, “What should we do for team holiday gifts?” align on parameters, generate options, and put forth a recommendation.
I know some of the Together Try‐Its may feel impossible or not welcomed, and that is why I call them “Try‐Its”! It is possible that some of them may not work in your organization, and that is fine. Consider them practices to experiment with and have in your Together Toolkit.
Reader Reflection: Which of these Together Try‐Its feel familiar or easy? Which feel like they might be harder to try?
Now that I've painted a picture of what habits a successful Together Teammate demonstrates, let's see how this book is organized to help you reach your peak Togetherness.
HOW THIS BOOK IS ARRANGED
This book is arranged in three main sections, and I generally recommend reading the text in order, though by all means, if certain chapters or sections jump out to you, start there! Within each of the sections, you will encounter some practical interludes to put the ideas into practice.
Section 1
: Take Stock: Know Your Role and Set Your Priorities.
The first section of the book focuses on making sure your role is clear to you and others. Then I work to help you establish clear goals and priorities to guide your time and work. Lastly, we focus on the Year‐at‐a‐Glance to gain hold on the tasks and patterns throughout the year – something I promise you'll find useful even if you have been doing your job for a long time.
Together Teammate Self Assessment.
Before you dive right in to building a bunch of Together Tools, I want you to pause, use my Self‐Assessment to figure out your existing strengths, and identify a few areas for growth. This will also help direct your reading throughout this book.
Section 2
: Get Yourself Together: Create Your Together Tools.
The second section of the book focuses on what I call the Together Tools, the components of which will help you capture incoming work and then prioritize and plan on a daily and weekly basis. I will share examples of longer‐term lists, methods for handling the daily deluge, and effective ways to manage projects. Woven throughout this section is an exploration of a variety of tools – with both paper and digital options – for you to determine what suits your own preferences and work environment.
Put it All Together: Build Your Together System.
In this brief section, we explore ways in which you will want to practically implement your Togetherness. Clipboard person? All digital? Move around all day between sites? I want your system to be airtight and trustworthy.
Section 3
: Get the Team Together – Teammate Tricks to Move the Work Forward.
The final section of the book focuses on practices of the most Together Teammates we have worked with over the years. It is a culmination of dozens of interviews, reviews of samples, and many stories and examples of how people in roles like yours have not only excelled but also felt balance, agency, and autonomy over their work. Focused on concepts like “systems spotting” and “outcomes ownership” of the work, I hope this section helps you feel empowered and ready to grow in your career.
Together Tours.
I'm a realist, and I believe there are many ways to do Togetherness well. To illustrate this point, I've interviewed and included several Together Tours where individuals in teammate roles share their approach to Togetherness, how it has evolved over time, and how they have built tools to stay Together. My hope is that at least one of these will spark something for you and inspire you as you set up your own Together System.
Conclusion.
In the final chapter of the book, you will find some options to reset when days go off the rails, take colleagues on a Together Tour, and stress test the entire thing. You will also figure out your personal method for implementing different sections of the book.
Additionally, because I know some folks will read this book through the lens of how they can support their teams, I have added Manager Moments to the end of most chapters. I recommend managers read each chapter in full first, and then use the Manager Moments to assist with implementation.
FAQ: Will this book help me if I have been in my job for a long time? Yes! I wrote this text to help all people in teammate roles – whether brand new, a few years in, or with dozens of years’ experience in their role. If you are figuring out what the heck is even happening in year one or trying to change a culture two decades in, this book will give you tools to set up and sustain your systems – and even your organization's systems – for the long term.
Terminology Choices
Because this is a text that will be read by anyone from an executive assistant to a chief operating officer – and countless roles in between – I tried to use more generalized terminology throughout. Additionally, some readers may work in nonprofits, others in schools, and still others in hospitals and other mission‐driven environments. There are a few terms I use interchangeably throughout, and I encourage you to substitute your own language as it fits.
Manager
. Some people use supervisor, or boss, or other terms. Generally, when I use the term “manager,” I am considering the person you report to.
Colleagues
. I use this term to mean people with whom you work regularly and closely in your organization. Speaking of …
Organization
. I use this and it could be swapped for company, team, school, or another term that describes your entire entity.
With regard to pronouns, I will use contributor's first names and preferred gender pronouns when referring to direct quotes and artifacts. When using fictitious or generalized people, I will often use they/them pronouns.
HOW TO MAKE THE MOST OF THIS BOOK
I don't recommend inhaling this text in one sitting (unless you truly want to). In fact, I assume you all have some pretty strong Togetherness practices in place already – and you just came here for more. I assume you have some tools and habits that already work really well for you, and that's great – keep them in place. Consider this text a chance to polish up any rough parts, find any missing pieces, and generally enhance your Together Toolkit. I suggest you plan your overall path through the book over time, and grab the chapters that ring most strongly or where your Together Self‐Assessment directed you.
There are a few features that could help make this text come alive for you:
Reader Reflections.
Sprinkled throughout each chapter, you will find questions to support your exploration of your own tools and habits. You can either print out the Reader Reflection at
www.wiley.com/go/togetherteammate
or use the downloadable electronic version from the same location. You are also welcome to take old‐fashioned notes within the book, if you wish. The Reader Reflections are designed to push your thinking and also force a bit of decision‐making as you consider how to take the principles I'm promoting and make them work for you in a tangible way.
FAQs.
Given my experience supporting many Together Teammates over time, I have tried to anticipate questions you, the reader, may have about various tools or routines. I am also keenly aware of how difficult Togetherness can be, and I try to offer concrete tips and stories throughout.
Turbo Togetherness.
The Turbo sections serve as chapter conclusions. They restate the key points of the chapter, and summarize the next steps to get you started right away.
The Together Group website.
To stay current on new technology, Together experiments, and other people's approaches to Togetherness, be sure to check out my blog and other resources on our website at
www.thetogethergroup.com
. You can also complete a contact form and reach me directly with any thoughts and questions.
Together templates and book samples.
We have created a set of downloadable, modifiable templates for you to use if you find any of them helpful, and to customize as you see fit. Additionally, you can also view many of the samples featured in this book up close and in full color at
www.wiley.com/go/togetherteammate
.
Social media.
For a bit of Togetherness fun and behind‐the‐scenes view of my own life and work, you can find me on Instagram, occasionally on Facebook, and on LinkedIn. You can also sign up for my monthly Together Tips newsletter at
https://www.thetogethergroup.com/contact/newsletter/
.
You may also find yourself setting this text down for a while, digesting one particular chapter for a month, and then coming back to revisit later. Or you may feel perfectly Together now, but want to dust off your Togetherness skills for an upcoming job or life transition. The point is, use this book in the way that is most helpful to you in this moment!
LET'S GET THE TOGETHER PARTY STARTED!
This book is one of the most important texts I've written because I've come to believe your roles – the people magically, smoothly, and proactively moving things ahead – are what unleash the potential of an organization's mission. Yet sometimes your roles get left behind because there is so much focus on the program – whether that is the students, the young adults, the workforce – that the support systems can be forgotten. I've been privileged to work with many Together Teammates over the years, and I'm eager to finally have a text that empowers you in the unique aspects of your roles – as well as gives you the appreciation you deserve.
Ready? Let's do it! Now that you have started to consider the tools and approaches that will help you get it Together, let's begin with Roles, Priorities, and Year‐at‐a‐Glance.
CHAPTER 2Get Crystal Clear – Roles, Priorities, and Targets, Oh My!
I hope you are fired up and ready to go after reading the introduction to this book. But before we go all in on To‐Do lists and calendars, it's time to get clear on your overall charge in your role. In any position, it's important to articulate the actual outcomes that spell out success for that particular role. Because this text is focused on people in service‐oriented and often process‐oriented roles, outcomes can be more challenging to identify. But if you don't get clear up front, you don't have a way to see and track your results. This matters because, well, we all want to know we are meeting the expectations of our roles – and it is gratifying and empowering to feel confident in your contribution to the overall mission of the organization.
In this chapter, you will:
Clarify the expected outcomes and possible inputs of your role
Propose or refine priorities and goals
Track progress toward these priorities for yourself and share out that progress
Create your Year‐at‐a‐Glance to see how the pieces fit together
Because sometimes teammate roles have outcomes that are fuzzy, because it is easy to get lost in the small tasks of the day, and because it can feel like you sit far from the actual mission of your organization, having a cohesive vision of success in your role (and how it fits into the overall work of the organization) and a path to get there will help you be effective, proactive, and successful. It may take some work on the front end to define the outcomes of your role – especially if you are brand new to your organization or have been doing the work a long time – but being able to see how you contribute to the mission, where your work adds value, and how you define success will make your role far more satisfying. Convinced? Concerned? Come join me on a process to achieve role clarity and understand how these outcomes fit into the broader work of the organization. Let's start with what success in your role actually looks and feels like.
WHAT IS YOUR ACTUAL JOB? GET CLEAR ON THE OUTCOMES AND INPUTS
Admittedly, this was one of the hardest sections of the book to write. With positions that often have millions of small tasks, it can be hard to define big‐picture outcomes with clarity. But if you don't, you won't be able to hold yourself accountable for outcomes, think beyond the basics of execution, and see how your work impacts the larger mission of your organization. There is a lot of literature around goal‐setting, such as Jim Collins's BHAGs (Big Hairy Audacious Goals), or SMART goals (specific, measurable, achievable, relevant, and timebound), or OKRs (objective, key results). Given the abundance of tools and language that already exists, it's likely your organization may have its own in place already. We recommend you check what your organization uses and use that as your base. If there isn't a set list of outcomes for your role, ask about how success in your role will be evaluated.
FAQ: What if there are simply no outcomes to be found anywhere? This happens. Whether your role is brand new or your organization is a start‐up or there is simply no language around setting clear outcomes, you may hit only dead ends when searching for appropriate goals for your role. In this case, this chapter is all the more important for you! I recommend working through this entire chapter – and at the very least – setting clear outcomes for yourself and to share with a manager. Even if your manager has never thought in this way before, this is a helpful process to name what you are working toward and how. It will assist in showcasing the value you add to the organization, and it will keep roles and responsibilities clear. A few concrete actions you could take are:
Ask your manager: “What does success look like for someone in my position?”
Review your original job description. Typically, the areas of responsibility are spelled out and you can start there.
Look at other examples from your organization. Maybe there is a role that is similar enough to yours that you can have a starting point.
Find your organization's mission statement and consider how your work fits into the goals.
Read board reports, quarterly updates, newsletters, or anything else that communicates progress toward the organization's mission.
Before we jump into priorities and target setting for your role, I want to make sure you deeply understand what your job responsibilities actually are (I'll call them outcomes for simplicity's sake) and what actions to take to achieve them (let's call these inputs).
Let's say you were a recruiter for your organization, and you may generally understand your job as the following areas: Source, Recruit, Select, Secure, and Onboard.
To take that a bit further, you may have asked in the interview process, “What am I actually responsible for in this job?' and the job description may have laid out some sub‐bullets to support those outcomes.
You could use something like the following chart to determine inputs, or what you are actually doing each day, for each of those outcomes.
Outcomes
Inputs
Source candidates for various network positions
Source online databases and websites
Comb databases of local universities
Recruit candidates from a variety of locations
Attend virtual and IRL job fairs
