Building and Supervising a Team

Cultivating Positive Relationships and Environments

This content will describe the top three characteristics of an effective team. You’ll learn strategies for managing and communicating with your team, and how to cultivate positive relationships and environments. We will provide examples of an orientation checklist and frameworks for feedback which you can actively adapt to your style as a supervisor.

Course Module Introduction

Learning Objectives

  • Describe the top three characteristics of an effective team;
  • Characterize effective strategies for communicating with your team and promoting positive relationships;
  • Reflect on and practice strategies a supervisor could use to develop and manage an effective team.


  • Building a Team

    open activity

    Strategies for Recruiting, Welcoming, and Integrating New Members in Your Team

    Self-Reflection Prompts

    • Describe how you might include characteristics of being an effective team member into a person’s performance expectations for a position you are supervising. What might this look like?
    • In reflecting on the types of teams you’ve been associated with and the type of team you may need in a future (or current) position, please describe one primary characteristic you’d look for in a team member and evidence that they have this characteristic (i.e., whether in their written materials and/or during an interview).

    Recruiting New Members of Your Team

  • Setting Expectations

    open activity

    Aligning Expectations and Exploring Communication Styles

    The Fresh Outdoors: Strategically Setting Expectations

    Self-Reflection Prompts

    • What are your observations about the conversation in “The Fresh Outdoors” video?
    • What were the unilateral expectations?
    • Which expectations could have been set jointly?
    • How likely is the outcome influenced by the power differential?

    Creating an Onboarding/Orientation Checklist


    • Follow the instructions in this table to create your own onboarding/orientation checklist. What do you wish you would have known when starting a new position?
  • Having Productive Conversations

    open activity

    Interest-Based Approach for Collaboratively Setting Expectations

  • Giving and Receiving Feedback

    open activity

    Frameworks for Giving Feedback

    When does feedback happy successfully for you?

    Self-Reflection Prompts

    • Giving feedback happens naturally when…
    • Giving feedback is hard, but it still happens anyway when…
    • I avoid giving feedback when…


    Download a table of these questions to complete and keep.

    Reading: The Feedback Fallacy by Marcus Buckingham and Ashley Goodall in Harvard Business Review.

    Frameworks for Receiving Feedback

  • Putting it All Together

    open activity

    Practice Setting Expectations

    Activity: Rewind the Tape

    Using the instructions and table provided, think about a conversation with your supervisor that resulted in a conflictual outcome. How would you have approached the situation if you were the supervisor?


Course Module References

Additional Resources