Some are anxious, as they haven’t fully understood what work the team will do. Others are simply excited about the task ahead. As leader, you play a dominant role at this stage, because team members’ roles and responsibilities aren’t clear. This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues. Storming Next, the team moves Into the storming phase, where people start to push against the boundaries established in the forming stage. This is the stage where many teams fail.
Storming often starts where there is a conflict between team members’ natural working styles. People may work in different ways for all sorts of reasons, but if differing working styles cause unforeseen problems, they may become frustrated. Storming can also happen in other situations. For example, team members may challenge your authority, or jockey for position as their roles are clarified. Or, if you haven’t defined clearly how the team will work, people may feel overwhelmed by their workload, or they could be uncomfortable with the approach you’re using.
Some may question the worth of the team’s goal, and they may resist taking on tasks. Team members who suck with the task at hand may experience stress, particularly as they don’t have the support of established processes, or strong relationships with their colleagues. Morning Gradually, the team moves into the morning stage. This is when people start to as a leader. Now that your team members know one-another better, they may socialize together, and they are able to ask each other for help and provide constructive feedback.
People develop a stronger commitment to the team goal, and o start to see good progress towards it. There is often a prolonged overlap between storming and morning, because, as new tasks come up, the team may lapse back into behavior from the storming stage. Performing The team reaches the performing stage when hard work leads, without friction, to the achievement of the team’s goal. The structures and processes that you have set up support this well. As leader, you can delegate much of your work, and you can concentrate on developing team members.
It feels easy to be part of the team at this tag, and people who Join or leave won’t disrupt performance. Adjourning Many teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring. Team members who like routine, or who have developed close working relationships with other team members, may find this stage difficult, particularly if their future now looks uncertain. Using the Tool As a team leader, your aim is to help your people perform well, as quickly as possible.
To do this, you’ll need to change your approach at each stage. Follow the steps below to ensure that you’re doing the right thing at the right time: 1. Identify the stage of team development that your team is at from the descriptions above. 2. Now consider what you need to do to move towards the performing stage. Table below, will help you understand your role, and think about how you can move the team forward. 3. Schedule regular reviews of where your team is, and adjust your behavior and leadership approach appropriately. Leadership Activities at Different Group
Formation Stages Direct the team, and establish clear objectives, both for the team as a whole and for individual team members. Storming Establish processes and structures. Build trust and good relationships between team members. Resolve conflicts swiftly if they occur. Provide support, especially to those team members who are less secure. Remain positive and firm in the face of challenges to your leadership, or to the team’s goal. Explain the “forming, storming, morning, and performing” idea, so that people better in the future.
Coach team members in assertiveness and conflict resolution skills, where this is necessary. Morning Step back and help team members take responsibility for progress towards the goal. Performing Delegate tasks and projects as far as you can. Once the team is achieving well, you should aim to have as light a touch as possible. You will now be able to start focusing on other goals and areas of work. Adjourning Take the time to celebrate the team’s achievements – you may work with some of your people again, and this will be much easier if people view past experiences positively.
