How to Use Group Agreements for Better Meetings and Workshop
Tools to improve your team gatherings
Whether you're facilitating a workshop, leading a team meeting, or bringing people together for collaborative work, the first few minutes can set the tone for everything that follows. One of the most powerful tools we use for creating psychological safety and productive dialogue is the group agreement – a shared set of guidelines that establishes how participants will interact with each other.
These aren't just “rules.”
Group agreements are intentional frameworks that help people show up authentically while respecting each other.
They create containers for difficult conversations, encourage participation from all voices, and establish trust from the very beginning. While the agenda tells us what we’ll do together, the group agreements tell us how we’ll be together.
Why Group Agreements Matter
In any group setting, people arrive with different communication styles, past experiences, and comfort levels. Without explicit agreements about interaction, groups often default to the most confident voices, avoid conflict, or get stuck in unproductive patterns.
Group agreements create an affirming and constructive environment by:
Creating psychological safety where people feel secure enough to share ideas and take risks
Establishing clear expectations about how to engage respectfully with different perspectives
Providing a framework for accountability when interactions go off track
Encouraging full participation by addressing power dynamics and communication barriers
Setting the stage for productive conflict by framing disagreements as learning opportunities
Adapting Group Agreements
The beauty of group agreements lies in their adaptability. What works for an in-person retreat may need modification for a virtual team meeting. Here are two sets of Group Agreements we’ve actually used (to demonstrate how you might tailor agreements for different group settings):
SAMPLE IN-PERSON GROUP AGREEMENTS
Think well of each other. Recognize and value that each one of us enters this experience with the intention of building a shared understanding and goal of moving forward.
Understand the difference between intent and impact. Consider intent. Be responsible for impact.
Address the ideas, not the person. Personalize statements. Use "I" in dialogue and "we" when formally representing a group. See disagreement as an opportunity to learn.
Unpack assumptions and ask questions. Remember that we all have different experiences. Honor our own and others' experiences as unique, important, and special – but not universal. Ask questions or ask someone to give a longer explanation to make sure you understand their point or perspective.
Share the space. Speak up, hold back. Practice sharing. Practice listening. Be aware of time.
Be here, and be present. Return promptly from breaks. Pay active attention to those speaking.
Keep confidentiality. Personal experiences that are bravely shared will stay within this space. Share ideas and concepts only.
Expect unfinished business. Addressing the issues before us will take concerted effort and time.
Need to print and share these agreements with your team?
Click below to gain both the summarized and detailed in-person community agreements.
SAMPLE VIRTUAL/ONLINE GROUP AGREEMENTS
Be present. Strive to remain engaged. Remain on mute when not sharing, and be ready to hit that button! Take any breaks we need.
Be curious. Have grace with ourselves by turning to curiosity when we feel tension. Ask questions before acting on assumptions when interacting with others.
Be generous. Share airtime in the breakout rooms. Share good energy and ask questions anytime in the chat. Share relevant resources we believe will be helpful.
Be brave. Choose courage over comfort. Ask questions when we need clarity. Commit to using what we learn in our work. Expect unfinished business.
Need to print and share these virtual agreements with your team?
Click below to gain both the summarized and detailed in-person community agreements.
Choosing the Right Format for Your Event
Virtual Agreements Work Well In-Person (Sometimes)
While these online agreements were designed for virtual settings, their concise, thematic structure can work beautifully for in-person meetings as well, especially when you want:
Memorable, easy-to-recall guidelines that participants can internalize quickly
Streamlined agreements for shorter meetings or time-conscious groups
Universal principles that work across different types of gatherings
Flexible frameworks that allow participants to interpret how to embody each theme
The four-theme approach (Present, Curious, Generous, Brave) is particularly effective, because participants can easily remember and self-monitor against these aspirational qualities throughout the session. As a facilitator, I often remind participants to be generous in the breakout rooms, or I thank people who are the first to share something deep for being brave.
The Key Differences Between Detailed and Thematic Approaches
The more detailed in-person version of our Group Agreements provides specific guidance that can be especially helpful for:
Longer workshops or multi-day gatherings
Groups tackling sensitive or controversial topics
Situations where participants need explicit guidance on communication norms
Settings where confidentiality and trust-building are paramount
The thematic online version is best when:
Attention spans are shorter, which requires more focused and memorable guidelines
Non-verbal cues are limited (in Zoom meetings, for example), which requires an explicit request for reflective questioning
Technical barriers exist (keep in mind that Group Agreements for presence need to address both physical and mental attention)
We want to distribute responsibility for interpreting and upholding agreements among all participants (not just leadership)
How Group Agreements Share Power
One of the most transformative aspects of group agreements is how they redistribute responsibility from the facilitator to all participants. Traditional facilitation models often position the facilitator as solely responsible for group dynamics. That means that one facilitator is constantly monitoring and correcting participant behavior.
Group agreements create a shared paradigm where:
Everyone becomes a co-facilitator. When agreements are established collectively, participants gain permission and responsibility to uphold them. Someone can gently remind the group to "be generous with the space" or point out when the conversation has shifted to attacking people rather than ideas.
Authority becomes shared. Instead of the facilitator being the only one who can address problematic dynamics, agreements give every participant a shared language and framework for course correction.
Self-regulation increases. When people have clear, agreed-upon standards, they're more likely to self-monitor and adjust their own behavior before external intervention is needed.
Ownership deepens. Participants become invested in the group's success, because they actively shape how it will function (rather than passively accepting externally imposed rules).
This Shared Power structure is particularly evident in the thematic approach of the online agreements. When someone commits to being brave they're taking personal responsibility for choosing courage over comfort – rather than waiting for the facilitator to create brave spaces for them.
Image ID: A circle of gray and orange stones with white text in the center that reads, “We hold space for each other.”
How to Implement Group Agreements Effectively
1. Co-Create When Possible
While sample agreements provide excellent starting points, the most powerful agreements emerge from group input. If you are short on time, offer a starter set and then ask for input.
Consider asking participants:
What (more) do you need to feel safe contributing to this conversation?
What behaviors help you learn and engage most effectively?
How do we want to handle disagreement or conflict as a group?
2. Make Group Agreements Visible
Post agreements where everyone can refer to them throughout the session. In virtual settings, consider sharing your screen in advance and then periodically dropping reminders in the chat. For in-person meetings, you might keep them visible on flip chart paper or a whiteboard. At Freedom Lifted, we also have Group Agreements included as part of any paper agendas we distribute.
3. Reference Group Agreements Throughout The Event
Don't just set agreements and forget them. Reference your agreements when you see positive examples (i.e. "I noticed how Maria really embodied 'be curious' by asking for more details") or when course correction is needed (i.e. "Let's remember our agreement to address ideas, not people.")
4. Check-in and Adjust
Especially for longer engagements, periodically ask how the agreements are working for the group and whether adjustments are needed. Groups evolve, and agreements should, too.
5. Model the Behavior
As a facilitator or leader, you must embody the agreements yourself. Your behavior sets the standard and gives others permission to hold everyone accountable.
Keep in Mind…
When we’re creating group agreements, we want to:
Keep group agreements short and simple – People can’t (often) remember or follow agreements that are overwhelming.
Remember: Group agreements are aspirations (not rules) – Agreements work best when they’re about intention and growth, not punishment.
Address violations to group agreements constructively – If the agreements are not upheld (by one or all participants), we want to address this with thought and intention.
Allow for customization – Every group and context is different; adapt accordingly. The templates above are variations you might customize for your unique group.
The Ripple Effect of Good Agreements
When group agreements work well, their impact extends far beyond individual meetings. Participants often report:
Increased willingness to share diverse perspectives
More constructive handling of conflict and disagreement
A greater sense of belonging and psychological safety
Improved listening skills that carry into other contexts
An enhanced ability to give and receive feedback
How To Get Started
If you're new to using Group Agreements, start simple. Choose 3-5 key agreements that address your group's biggest challenges. Practice implementing them consistently before adding complexity.
Remember, the goal isn't perfect adherence but rather creating a shared intention around how you want to be together. When people know what to expect and what's expected of them, they're more likely to bring their best selves to the conversation.
Group Agreements transform collections of individuals into collaborative teams. They're investments in the relational foundation that makes everything else possible. In a world where productive dialogue feels increasingly rare, taking time to establish how we'll engage with each other isn't just helpful—it's essential.