KGlobal Group of Companies
Volume 1: My Experience in Team Development
What has been your experience in Team development?
My thought on the perspective of Team development is that we must not expect a new team to perform well when it first comes together.
Forming a team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Forming, Storming, Norming, and Performing model describes these stages.
In this stage, most team members are positive and polite. 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, we have to 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.
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 stick 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.
Gradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues' strengths, and respect your authority as a leader.
Now that your team members know one another better, they may socialize together, and they are able to ask one another for help and provide constructive feedback. People develop a stronger commitment to the team goal, and you start to see good progress towards it.
There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage.
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 stage, and people who join or leave won't disrupt performance.
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.
Identify the stage of team development in your team
Now consider what you need to do to move towards the performing stage.
Schedule regular reviews of where your team is, and adjust your behavior and leadership approach appropriately.
MY LITTLE EXPERIENCE IN TEAM DEVELOPMENT IS SIMPLY SUMMARISED BELOW:
My Experience in Forming: To Direct the team, and to establish clear objectives, both for the team as a whole and for individual team members.
My Experience in 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, norming, and performing" idea, so that people understand why problems are occurring, and so that they see that things will get better in the future.
My Experience in Norming: Step back and help team members take responsibility for progress towards the goal. (This is a good time to arrange a team-building event.)
My Experience in Performing: 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.
My Experience in 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.
Team formation usually follows easily recognizable stages, known as "forming, storming, norming, and performing. You can use Tuckman's model to help your team reach the performing stage as quickly as possible. First you identify the stage of development that your team is at. Then, you use strategies that move your team through to the next stage in the team formation process. With focus and hard work, you'll quickly have a high-performing team. Myself as a Business Developer and Entrepreneur, i believe Team Readers are Team Leaders, if you can’t read your Team then you won't be able to Lead your Team.