Does everyone have what they need to show up and participate? (directions, times, dates, contact information.) Can everyone find and arrive at meetings easily? Can everyone find and talk to team members easily? Logistics of relationships matter. Are you made welcome as an equitable member of the team? Do you know why you were selected, why you belong and why you are needed? Value of partnering and intentions to uphold those values matters. Language may also baffle, bore, bury or belittle. Has the development of a common appreciative language been discussed and how will all team members practice it? Language matters. Showing up is the first place to address these elements of a successful partnership. Make sure everyone has what they need in order to show up on time and be fully prepared to engage confidently. Reciprocal Relationships Matter.

Successful teams are made up of individuals who stay informed of and interested in what is going on before, during and after meetings. Be sure everyone knows that your products and processes will be transparent and everyone can easily access and use a variety of methods for communicating between meetings. Is the sharing of information, documents, updates, schedule changes, new ideas under discussions and conversations going on about the project accessible to all? Openness and Transparency matters. Plan how everyone will be kept and stay informed before, during and after the project.

Providing one's unique perspective in order to influence the work and productivity requires comfort and confidence speaking up to ask questions, voice appreciation and concerns, make suggestions and innovate meaningful contributions to problems, barriers and opportunities that arise. But confidence comes with practice. How will your team provide opportunities for everyone to practice speaking up? Opportunities must also allow room to succeed or fail without repercussion of blame, shame, contempt or disgrace.

It is also very important that everyone has an ally on the team with whom to safely practice. Who will be responsible for championing diversity of perspectives, inclusivity, capacity building, safety, trust and equity? Who will be paying close attention to subtle or overt power dynamics, discrimination, team norms or other hinderances to a team members ability to speak up, be heard, be understood, be believed and influence the work.

Patients and other stakeholders as partners of research carry a wealth of expertise based on their diverse lived experiences, backgrounds and cultures, all of which are relevant to health outcomes and to research. Science fails when it ignores the diversity and brilliance of all members of our species for their resiliency, strength, needs, and adaptive skills that may be developed over a lifetime navigating unique life circumstances and situations that impact their health journeys. Take a moment to reflect on your own unique brilliance gained from navigating your own unique life and health journey. You have accumulated countless skills, and areas of expertise that belong in your personal life "toolkit which have kept you strong, learning, and functioning while managing life challenges. These tools make up your strengths, wisdom and personal insight that you can offer the team. This expertise was gained outside of what you may have learned in school or even on the job. Each person because of these unique tools, belongs and can successfully influence and inform anyone willing to pay attention, lean in, listen deeply and learn from another point of view.

Because all team members bring unique and valuable perspectives, each deserves this close attention, deep listening, curiosity and respect. Researchers, Patient Partners and all other stakeholders who join a team to represent the unique needs and perspectives of members of their communities are bringing new elements to the health and research "ecosystem". Each will offer a different view of the "elephant" ( topic of discussion). Each will "plant a seed" in the garden of scientific discovery. Each person's contribution will have value and impact as long as nobody interferes with their ability to offer it. Learning to listen and respond without judgement in order to fully understand and capture the value of what is shared takes practice and patience with self and others. Learning to respond with affirmation, appreciation and empathy for what has been experienced, and what is shared also takes personal awareness and much intentional practice. How will all perspectives be sought and valued?

Being on any team requires an ability to maintain a steady healthy pace, a good work/life balance and the energy to build resilience but also stay physically and mentally whole and well. Healthcare and research work often runs at "high speed" and "24-7". An individual can build endurance with lots of practice overtime but can also easily "burnout" if the energy output is more than the fuel going into the tank. How will the “tyranny of the urgent” be kept out of team processes and how will it be addressed if it shows up? How will your team address the potential moral distress that can come from information overwhelm, critical thinking overdrive or deadlines and time crunches? Does your budget, research plan and timeline truly reflect a healthy working environment and team approach? Who will be assigned to check in with each team member to ensure all are staying steady and keeping up with the project? How will your team create a life enhancing experience instead of a nightmare roller coaster of extremes? Who can each team member trust to share concerns about their own health or the health of others if the "weather" gets hostile?