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Is your team Forming, Storming, Norming or Performing?
Teams tend to go through predictable stages in their development. The Tuckman model of team development is a solid framework to help team leaders assess where a team is in its formation, and to identify what to do in order to guide the team to more cohesive, effective performance.
Forming— When you are team building with a new team, or whenever new members join an existing team, the team members go through a forming period. Morale tends to be high because people are just beginning to get to know each other. Performance is low because the team doesn’t necessarily know how to function well together. A forming team’s tone is one of eagerness, high expectations and anxiety. In order for a forming team to successfully move forward, the leader needs to be directive. S(he) should take the time to get the team off to a good start— develop a strong team charter, clarify performance goals, and engage in activities that build relationships and rapport between team members. Depending on the complexity of their task, forming teams will remain in this stage for 5-60% of their time together.
Storming— This is where it gets fun! Storming, a completely natural part of team development, occurs as the discrepancy between the team’s initial high expectations and reality sets in. Confusion and frustration mount, morale dips, but surprisingly, performance tends to improve because team members begin to understand the task at hand. The storming team leader’s challenge is to help the team manage issues of power, control and conflict. S(he) does this by taking on a more facilitative style—i.e. learning to ask questions rather than direct or tell. It is critical that the team leader help guide team members through storming, because it can be fatal for a team to get stuck here.
Norming— As storming issues begin to resolve, the team’s commitment to its success grows. Members more deeply understand their purpose and goals, and agree to operate according to explicit or implicit shared values and norms. Morale increases significantly as team members become more willing to share control and leadership. As a result, cohesion grows and performance begins to improve. Once they get it, teams can move very quickly through the norming stage. In this stage, the team leader needs to take on a more supportive leadership style. Encourage team members to develop problem-solving and decision making skills, and then step back and allow risk-taking to emerge even if it means significant failure. Only through trial and error can team members develop the confidence they need to move toward higher performance.
Performing—Get out of the way, here we come! The performing team exudes a sense of pride and excitement, and even though its primary focus is on task performance, team members display great trust and respect for each other, and truly enjoy working together. Performance standards remain high, and there is a sense of commitment to meeting and exceeding expectations. The performing team leader’s goal is to sustain the team’s performance through new challenges and continue growth. By taking on a delegating leadership role, the leader validates the team for becoming more autonomous. S(he) also supports team success by recognizing and celebrating each accomplishment, and as appropriate, by guiding the team toward closure when the work is done.
Depending on your team’s stage of development, you can adjust your leadership style to encourage better performance. Consider the impact that you have as a team leader—according to a study of several though firms by McBer Global Personnel Research, 80% of performance is due to work climate, and 30% of climate is directly impacted by leadership. So nearly 25% of performance results rests on the leadership ability of its people. By learning simple models and tools for understanding team development and improving your performance as a team leader, your team building skills will not only help your team function better, but also deliver bottom-line value to your organization.
Miriam Ricketts, Managing Partner
mricketts@executiveedgeinc.com
http://www.executiveedgeinc.com
440.338.8308 or 800.632.EDGE
Executive Edge, Inc. - Inspiring Your People to reach their greatest potential TOGETHER!