Your team has never actually talked about how it works

You do not need to be good at running meetings to run this one. The structure does the work. You keep time and read what is on the page.

Before you gather, ask everyone to open one section of their Career Discovery report: Understanding Styles, the deep dive on the four working styles. Each person finds their own style, one of four, and skims the "Working with [each style]" cards inside it, which spell out how to spot, trust, decide with, and handle conflict with each of the other three. That is the whole raw material. Forty-five minutes, one room, a board everyone can see.

The four styles, so the room shares one language:

• Accelerator: moves fast, pushes for momentum and a decision.
• Analyst: thinks first, wants the reasoning before the move.
• Harmonizer: reads the room, protects trust and how people feel.
• Pragmatist: wants something concrete to own and finish.

Minutes 0 to 5: say plainly what this meeting is for. Out loud: "We're going to make how we each work something we can talk about, once, so it stops coming out sideways later. No one here works the wrong way. We just work differently, and we've never said it." That frame is the permission the room needs.

Minutes 5 to 20: go around the room. Each person says two things and only two: their working style in one line, and one thing they need from the others to do their best work ("I need the reasoning before we commit"; "I need a beat to think before I'm asked to weigh in"). You write each on the board: name, style, the one need. No debate yet. You are getting every person's operating manual into the open.

Minutes 20 to 35: read the pairings out loud. This is the part only their results can give you. Pick the two styles most likely to grind, the ones you already watch collide, often an Accelerator who moves fast and an Analyst who needs to think first. Read straight off the "Working with [each style]" cards how each one builds trust and takes conflict, so the room hears why the Accelerator feels stonewalled and the Analyst feels steamrolled, and how each is told to bridge to the other. Do the two or three pairings that are actually live on your team. Naming it does the work: the grind stops being "those two don't get along" and becomes a difference the team can see and adjust.

Minutes 35 to 45: land one working agreement. Ask the room for one change everyone will make, given what they just heard. One, not a list ("big calls get a day before we commit, so the Analysts aren't racing and the Accelerators aren't waiting on nothing"). Write it where everyone can see it and keep it. Each person also keeps their own one-line "how to work with me" from their style.

When you finish, the room holds two things it did not have an hour ago. A shared board of how every person on the team actually works, in their own words. And one working agreement the team made itself, which is the only kind that survives Monday. You did not have to be a facilitator. You kept time and read what their results already said.