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I’ve talked before about the difference between team building and team development when thinking about leadership. Team building is focused on giving team members education and information about their role on the team. Team development is focused on providing training on topics necessary to be a good team member like communication skills, decision making, consensus building, etc.

Once teams are formed, they go through some phases. And the amount of preparation they’ve had – in terms of team building and team development – will have an impact on how well the team performs. 

Back in 1965, Bruce Tuckman, Ph.D. published a theory about leadership and group dynamics that’s become known as the Tuckman Model. Some people call it the Forming / Storming / Norming / Performing model because those are the first four stages. Organizations and leaders might find the Tuckman Model helpful when creating and working with teams. 

FORMING: During the first stage, groups are coming together and getting to know each other. To me, this happens every time a new team is created whether that’s a temporary team like a project team or a regular team like a department. I think sometimes those in leadership forget that when someone leaves a team or a new person joins a team, it’s like a new group being formed and the dynamics change. That’s not necessarily a bad thing. But leaders do need to realize that the team is changing.

STORMING: Sometimes, groups might go through a storming phase. This could be small like the group questioning the scope of their project or larger such as the group questioning who is in charge of the team. Leaders have an opportunity here to refocus the group by answering their questions and building trust. Simply ignoring signs of storming could prevent the team from reaching peak performance.  

NORMING: Teams that successfully make it past the storming phase start functioning (aka norming). The team is doing what they’re supposed to be doing. And they’re doing a good job. The leader is a part of the team and working well with team members. But honestly, for many teams and those in leadership, this isn’t enough. The team leader wants the group to function on their own without constant oversight. That’s where the next step comes in. 

PERFORMING: During the performing step is when teams learn how to self-manage. The team members can respect each other and can rely on each other. They know when to consult with the team leader, who can be more of a coach and mentor to the team. This is when high performance happens. The team leader has confidence that the team will keep them in the loop. Years after Tuckman introduced this four-stage model, he realized there’s a fifth stage. 

ADJOURNING: This happens when the team assignment ends (like in a project team) or when someone leaves the team. Adjourning is the step where team members celebrate their success. The team is given the opportunity for closure. Team leaders have an opportunity during this stage to acknowledge the team’s victories. Leaders need to participate in this step because if they forget to recognize the team, that can leave team members with unpleasant memories they don’t forget. 

Team leaders play a role in all stages of team performance. Even when team members are very experienced and have a lot of tenure with the organization. If organizations are wanting high performance levels (and we all know they do), then team leaders need to understand team dynamics and be prepared to help the team reach their full potential.

Image of Vince Vaughn courtesy of Unfinished Business
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19/01/2025 – 12:04 /Sharlyn Lauby
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