Pro-active leaders and the stages of team development
“Coming together is the beginning. Keeping together is progress. Working together is success.” – Henry Ford
Teamwork makes the dream work, they say. What a joy work would be if it was that easy, but we all know that teams are far more complex than that. We have to take into account wonderfully unique personalities, different behavioural styles, conflict management, values and cultures, to name but a few. Suddenly the idyllic dream team can become a nightmare if we do not understand the stages that our teams go through or how we can be effective leaders within those stages.
So, the question becomes, how can a leader lead their team effectively through the stages that teams go through? Below we will explore a case study of the experience of a new manager in a fairly new team, and key aspects to pro-actively consider to muster the waves that hit with each new stage.
Meet Olga, a 45-year old manager with leadership experience, but facing a brand new team, and a brand new career challenge.
Heigh-ho, heigh-ho, happily off to the new team we go!
After the restructuring, I found myself to be promoted as manager of a completely new department. I was faced with team members with conflicting emotions and behaviours, which included a display of eagerness to make the best of the opportunity by newly appointed people; disappointment and resistance to change by some of the older members; an exaggerated need to socialize and find your place, and an anxiousness about the lack of clarity, both in their roles in the team, as well as in the new social setting.
In general the impact of the change was clear, the team was all over the place. In line with my style as a supporting leader, I tried to create a platform for co-operation by attempting to engage with the team in deep discussion about concerns, and also ask them to share their strengths and ideas. I was a bit disappointed that most of the dialogue was based on a generally polite tone, with a few dominating inputs from one or two individuals which actually intimidated the others more. Team members responded by sticking to safe topics; or dwelt on past experiences for too long, without fully committing to the new environment and a total failure to get any momentum form the team.
Being at wits end after a few weeks, I came across the research on team dynamics, by Bruce Tuckman. He described this stage as a forming phase.
Key pointers for your leadership in this phase:
- Take a stronger leading role
- Be clearly visible
- Facilitate clear expectations
- Provide a ‘big picture’
- Convey a sense of urgency by providing clear interim goals with short response times
I tried this approach, and it was amazing how the team responded with immediate focus on delivery.
Hold on tight, something is brewing in the boxing arena
Looking at the situation after a few weeks I was really puzzled. Why, after initially getting them to focus so effectively, was the team behaviour now clearly showing resistance, lack of participation, differences of opinions, competition, and lack of emotional control. No matter how I tried to use the strategy that worked so well during team forming, the undercurrents became even more obvious, and I was even blamed for micro-managing.
I was confused: just when I thought my team should be settling in, I found myself leading a team that seemingly “regressed”. I suddenly remembered that this was clearly the display behaviours described by Tuckman in the storming stage! It is hard for a leader to acknowledge that, when your team is in the storming phase, it is a sign of natural progression, and not a sign of a failing team.
Key pointers for your leadership in this phase:
- Be agile with a new strategy
- Request and encourage open feedback and appreciation
- Identify issues and facilitate their resolution in line with the ‘big picture’
- Being less visible, and thereby showing that you trust your members to honour their commitments and operate from their strengths
Even though there was a lot of conflict, it was the phase where members actively reshuffled themselves into a norming stage.
In appreciating the “I”factor in the team, you create a “We” culture
Although I was now fully aware of Tuckman’s model, even I was amazed at the interesting dynamic that took place a few weeks later during the norming phase. Team members displayed new confidence levels in their own abilities, and in that of their team members. A willingness to offer their skills, and acknowledge others as crucial contributors, commit, and work with others in a cohesive team towards the purpose and goal. Yes, I could not help it , I was feeling a bit like a proud parent who watched the children playing together, whilst being aware that there inevitably would be potential less productive days.
Key pointers for your leadership in this phase:
- Appreciate and recognize individual and team strengths and contributions
- Provide and facilitate opportunities to grow in mastery and self-confidence in the form of coaching, mentoring and ongoing 360 degree appreciation and feedback sessions.
Monitor the positive energy of the team, by ensuring that boundaries and healthy balance are continuously part of the team’s priorities
Teamwork makes the dream work!
Eight months down the line, I sometimes wondered if the team needed a leader at all. It is great to walk in and hear: “You can give that to me- no worries, I will sort it out”- The team was really on a roll. What was there for me to do now? For the first time I could take a break and just appreciate a performing stage in action: The team was clearly highly motivated; delivered consistent great results, and clearly demonstrated interdependence, empathy, and self- leadership.
Key pointers for your leadership in this phase:
- You can now start to play an active supporting role, cheering from the ‘pavilion’
- Ensure opportunities for the team to celebrate success and enjoy their new rhythms
- Strategize for continuous growth
- Refine team goals
- Work on your own and your team’s resilience competencies to ensure that you are prepared for any change that can send the team back into storming again.
- Focus on how you will maintain equilibrium whilst setting a new ‘big picture’ to take your team to a next level of norming and performing!!
Want happier and more productive teams? Among other things, it takes great leadership that is open to proven strategies, combined with a unique approach, your team will have a real edge! That’s where the practical guidance of Bruce W. Tuckman made a real difference in Olga’s experience with her new team. These are definitely principles that like good red wine, only gets better when it matures to create the unique team dynamics.
We would like to be a part of your journey. Please feel free to share with us how you have experience your teams growth, and which strategies worked for you.
“If you want to go fast, go alone. If you want to go far, go together.” – African Proverb
Blog written by Hester Verwey en Marelize Dippenaar
Xpand SA offers team mastery processes that can help your team grow into stronger, more effective and healthy team. Contact us for more information.