High Performance

MOVING TEAMS

HIGH PERFORMANCE

QUICK GUIDE

Moving Teams to High Performance

Extensive research has shown that all teams go through discernable stages of development. The most commonly used framework for team development was created by Bruce Tuckman. His descriptions of the stages provide a useful framework for looking at teams, providing a common language and way to understand the causes for changes in team behaviors. It can also be a relevant model for looking at the phases that companies go through when changing and developing toward becoming a high performing organization.

In our dynamic and growing business today, the one thing we can count on is that change is a constant. One of the greatest challenges a leader has is helping his/her team members stay engaged and effectively perform amidst many changes, such as new organizational structure, changing leadership and/or membership, shifting goals and priorities, etc.

What you’ll find in this guide:

· An overview of the 4 stages of team development – what you’ll see and can anticipate

· Priority leadership tasks to effectively move teams through the stages

· Helping teams through endings What leaders of new teams can do to give them the best possible start (find more detailed information in Team Kickoff Process Guide)

· What leaders of new teams can do to give them the best possible start (find more detailed information in Team Kickoff Process Guide)

The Stages of Team Development

In this model, there are four stages—each with its own recognizable and predictable feelings and behaviors. While the different stages are not so definite as to be thought of as steps, they are distinct, and all teams go through them. The stages are most useful as a basis for team conversation, rather than boxing a team into a “diagnosis.”

This process is not static. Any time there is an ending or a significant change in membership, structure, or operational functioning, the team will return to the Forming stage. For example, losing or gaining a member, merging teams, changing leaders, or an imposed change of assignment or goals.

Also, if it seems like your team might be skipping a stage, take a closer look to be sure you haven’t missed something – teams almost never bypass any of the stages.

References

Bruce Tuckman. Developmental

Sequence in Small Groups. Psychological Bulletin, 63, pp. 384-399.

The Stage of Team Development

Primary Leadership Tasks for Each Stage

How quickly a team can move through each stage can vary widely between teams. If a leader effectively handles the priority tasks in each stage, he/she will accelerate team development and performance.

Forming

· Primary tasks are to provide direction and structure, and to build relationships and trust

o Define and clarify team and individual goals, roles, expectations, and practices

o Spend time together as a team, both doing work and learning more about each other both professionally and personally

o Help people understand and manage transition and change

· Share the concept of stages of team development to normalize the process and provide a common framework

· Teach and model skills and behaviors you want to see and recognize them when you do

Storming

· Primary task is to legitimize and make conflict constructive

o Acknowledge with the team that storming is natural, inevitable, and essential to the growth of the team

o Create forums and encourage open discussion of issues, even if directed at you as the leader, so conflict is handled constructively vs. evaded or suppressed

o Reinforce positive conflict resolution efforts

o Balance individual needs with team needs

· Revisit and re-clarify goals, roles, expectations (Note: Teams often can move more quickly through storming if forming tasks were done well)

Norming

· Primary task is to encourage norm development, participation, and continuous improvement

o Collectively review team norms, processes and practices and adjust based on what’s working and isn’t

o Be less directive and more participative

o Encourage and give recognition for taking initiative, risks, creative problem-solving, and seeking and acting on feedback

· Continue to build trust and relationships through personal interactions and team building

Performing

· Primary tasks are to enhance skills and to inspire more interdependence, shared ownership, and accountability for results

Give people more responsibility; delegate some of your tasks to develop team member’s technical, business, and leadership skills

o Provide more feedback and additional “big picture” information, helping members make links to the larger organization

o Continue to celebrate individual and team successes

o Look for new challenges; be on guard for “complacency and groupthink,” which may suggest reinventing or making changes to the team

Team Endings: What You’ll See and What to Do

Teams will often come to an end, when their work is completed (such as a project team or task team) or when the organization’s needs change (such as a reorganization or integration). In these situations, it’s important for teams to pay attention to the ending process.

Members may have a variety of feelings around the team’s impending dissolution, and exhibit varied behaviors as well:

· Anxiety due to uncertainty about their new role or future responsibilities

· Sadness or sense of loss about changes coming to their team relationships

· Satisfaction about the accomplishments of the team

· Conflicting feelings may occur at the same time, or rise and fall through the ending stage

· Some may lose focus on team tasks and productivity may drop, while others find focusing on tasks at hand is an effective response to their sadness or sense of loss.

What to do:

· Acknowledge the upcoming transition and variety of ways that individuals and the team may be feeling

· Encourage people to express their feelings, concerns and really listen

· Define what is over and what isn’t changing; treat the past with respect

· Focus on four tasks:

o Acknowledge feelings and address concerns about “What’s going to happen to me?” in a straightforward and caring way

o Complete any deliverables and achieve closure on remaining team work

o Capture “lessons learned” as a team; pass on to a new team leader or sponsor for future use

o Have some kind of closing activity or event that acknowledges and celebrates the contributions of individuals and the team accomplishments.

New Beginnings:

How Leaders Can Get Teams Off to a Great Start

The leader who implements a strong and engaging kick-off process when a team is first forming helps create “cohesiveness” – members are more committed to shared goals and priorities’, and feel part of the team. Conversely, leaders who do not take proactive steps in the early months often find that their teams struggle, fail to reach their performance potential, and get “stuck” in the storming stage.

What to do:

· Outline how the team has come together and reasons why. Express your excitement about the future of the team and importance of building the team.

· Be more directive and closely involved during this stage; take immediate steps to bring the team together to openly discuss, create and clarify goals, roles, and team practices(e.g. how will the team communicate, make decisions, give each other feedback, recognize accomplishments).

· Incorporate “getting to know you” team building activities into team meetings, often and early, to build relationships and trust.

· Encourage members to share how they have functioned previously (good and bad) and their hopes and expectations for the future. Outline your expectations for the team and individuals. In other words, start to “contract” with the team.

· Be open about the way you operate as a manager- your strengths and weaknesses – and ask for ongoing feedback.

Check out the Team Kickoff Process Guide, which outlines a recommended approach for leaders to get your new teams off to the best possible start. This guide provides a structured outline, agenda, facilitator notes, and supporting materials for you to easily adapt and use in the early stages of your team’s development.