Loved that, @Jonathan Courtney I'm a fellow 7-figure CEO and I can relate to many of your trials and tribulations. Thanks for the unfiltered honesty.

Hey @Caroline Van de Venne If it's a team that will work together, you could create a Team Charter. Here's how: you give them one single question, for example: 'what are the principles that should guide our [project/work together etc]? Then you let them all think about and write down the principles they believe should apply (do this quietly and on their own. If the group is larger, use a 1-2-4 all). To make it more playful, you can ask them to write them as commandments 'though shall/shall not...' When that's done (10 mins max!) You then paste all of them up and jointly look at the results. There are always themes emerging that you can group and discuss. This discussion is where 'everyone is important' comes into play. You want to make sure they all get their say. In the discussion, you whittle them down into 4-5 principles. At the end, you ask them: Is this something that you can sign up for? If yes, you literally get them to sign the sheet and take a picture. I've done with groups from 4-100 and never not had a yes from everyone. Plus, they have something tangible to take away from the session. If it's of interest, I can tell you more. Good luck with the workshop!

One thing to note when using sound in online workshops: it can come out very differently for different participants. I once used some quiet background grooves during an exercise but there were two people who complained about the noise. Turned out that Miro can sound very different and when you're on the phone! So I would always ask first. Some people prefer to work quietly.

I often work with an article from Patrick Lencioni in HBR called 'Make your values mean something'. He differentiates between aspirational, permission-to-play, lived and core values. It can be very helpful for example to ask: would your competitor or any other business in your field also have these values. Think 'safety' in oil and gas. That would indicate a permission-to-play value. Not wrong, but something you would expect, therefore not unique in defining a company culture. You can also use these categories to test tghe existing values. Happy to share more if of interest

For anyone interested: I decided to just present the facts and didn't give them any time to feedback. I figured it was their work so they didn't need t reflect again. Worked very well.