Getting the best out of people
Behind most great successes, at any level, there are high performing leaders skilfully navigating challenges and prioritising next steps whilst attempting to develop a culture that works for their organisation. As much as these leaders receive praise and acclaim for the successes they have achieved - whether this be middle leaders in schools, Premier League managers or CEOs - there is always a team of people behind the scenes who support this success. Without these teams, it is impossible to succeed or even begin to get anything done. But how are high performing teams created? And how can they be consistently motivated to keep achieving?
There are many ways to do this, but as with most things, the simplest can be the most effective. It is at this point that we must look to educational psychologist Bruce Tuckman and his stages of group development. So, what are the necessary stages for developing great teams?
Form
The first step of creating any great team is bringing people together. After this has been done, leaders must spend time identifying and giving clarity in the roles of each team member and creating a safe environment for everyone within the team. All team members know what they need to do, how they need to do and what time frame they must complete tasks within. It is also important to consider team members’ thoughts and feelings around their roles.
Storm
Like students when faced with a new teacher, those in new teams are likely to test the boundaries after the opening stages of formation. This could lead to challenges to authority or even internal turmoil as team members jostle for position within the chain of command. If this is not swiftly dealt with, it can cause the destruction of the team, even in these early stages. Though a potentially damaging process if not managed correctly, this is an important stage in creating high performing teams. This can be a challenging time for everyone within the team (including leaders and managers) and it remains vital that there are opportunities to reflect on the impact this can have on all team members.
Norm
Having been formed, tested boundaries and been properly managed, we now enter normalisation of the team. All team members know their roles, accountabilities and responsibilities and the hierarchy within the team is now settled. It is at this stage that the norm is established for all team member’s roles and functions. This is where we start to see the team as a functioning unit and laying the foundations for success: team members begin to work together. Collaboration is key here – this supports a move away from a hierarchy within the team and the team become more than the sum of its parts.
Perform
With all team members aware of their targets and goals, working together and beginning to collaborate, we begin to see the team performing as a unit. Though some management is still needed, there is less leadership required than in other stages of the cycle as team member start to act more independently and can act more proactively as they are fully aware of responsibilities, accountabilities and expectations. Another vital stage, this is where we see a culmination in all the hard work that has been done my team members, following the initial stages of work from leaders.
Adjourn
With most targets now met, this can lead to a difficult time of change. There will be those within the team who have contributed greatly to success, and they may leave to form teams of their own (through natural progression, promotion or leaving an organisation) meaning that new teams need to be formed with replacement staff. It may also be that the team was initially formed to work on a project or specific challenge and when this challenge/ goal is achieved, the team is disbanded or another team formed to solve a different problem – either way, this stage is the final stage in the cycle before it starts again around a different focus with different members.
Regardless of setting, staff or challenge, following this development cycle is never easy – simple, yes, but not easy. Communication is key at all stages of the process from all stakeholders, whilst also making sure that leaders are reflective. If one thing holds true through this cycle, it is the importance of people.
Content originally posted on Eteach.
About the author
Jonathan Kay
Jonny Kay is Head of Teaching, Learning and Assessment at a college in the North East. He has previously worked as Head of English and maths in FE and as an English teacher and Head of English in Secondary schools. He tweets @jonnykayteacher and his book, 'Improving Maths and English in Further Education: A Practical Guide', is available now.
