Bruce Tuckman’s team development model – forming, storming, norming, and performing (plus, later, adjourning) – is a cornerstone of understanding team dynamics. But how can you actively guide your team through these stages?
Adopting a coaching approach not only facilitates smoother transitions but also strengthens trust, a critical element in each phase.
In this article, you’ll learn actionable strategies for supporting each stage. To help illustrate the process, let’s use the metaphor of building a house…
Laying the foundation: Forming
In the forming stage, teams are just getting to know each other. Members are polite, cautious, and often unclear about roles or expectations. Trust is fragile, but the groundwork for long-term collaboration is laid here.
- Establish ‘psychological safety’: Create a safe environment where team members feel comfortable sharing ideas. Use open-ended questions like, “What strengths do you bring to the team?” to encourage participation.
- Clarify roles and purpose: Facilitate discussions to define team goals and individual responsibilities. This avoids confusion later.
In his book, ‘The Speed of Trust’, management thinker Steven Covey emphasises the importance of credibility. Leaders can model trustworthiness by demonstrating competence and integrity – following through on promises made during this phase.
An organisational culture that prioritises onboarding and team integration will make forming less daunting. Encourage rituals like welcome get-togethers or buddy systems to set a positive tone.
Weathering the storm: Storming
Storming is often the most challenging stage. Tensions can rise as team members test boundaries and clash over ideas. Left unmanaged, this stage can erode trust and derail progress.
- Facilitate constructive conflict: Help the team reframe disagreements as opportunities for growth. Ask, “How can we use this situation to improve our approach?”
- Address emotional undercurrents: Use one-to-one coaching to uncover and resolve hidden frustrations.
- Promote active listening: Model and encourage behaviours that ensure every voice is heard.
Trust can either flourish or disintegrate during storming. Covey highlights “straight talk” as essential; leaders must address conflicts head-on rather than sweeping them under the carpet. Avoiding issues signals to the team that honesty isn’t valued.
I once coached a team leader overwhelmed by the dynamics of the storming phase. In our coaching conversations we shifted the focus from personalities to problem-solving. The team resolved a particular disagreement and was all the stronger for it. As one member put it, “We stopped fighting each other and started fighting the problem.”
Building stability: Norming
In norming, the team begins to gel. Members develop routines and mutual respect, and trust grows naturally. However, complacency can creep in.
- Reinforce shared goals: Regularly revisit the team’s purpose to maintain alignment. Ask, “Are our actions still in line with our plans?”
- Celebrate wins: Use coaching sessions to highlight achievements, fostering a sense of accomplishment and motivation.
- Encourage peer coaching: Promote a culture where team members support each other’s growth, strengthening bonds.
Covey’s concept of trust dividends is relevant here. Teams in the norming phase can build a surplus of trust by consistently delivering on commitments, enabling them to navigate future challenges more effectively.
Further, a culture that celebrates collaboration and shared success reinforces the progress made during norming. For example, deliberately incorporating team feedback into organisational decisions shows that collective efforts are valued.
Reaching the roof: Performing
By the performing stage, the team operates at a high level. Members trust each other, adapt quickly, and consistently deliver results. The leader’s role shifts from hands-on guidance to strategic oversight.
- Challenge the team to innovate: Use coaching to push the team beyond their comfort zone. Ask, “What’s one thing we could do differently to improve further?”
- Support individual growth: Recognise that high-performing teams are made up of high-performing individuals. Provide tailored coaching to help team members reach their full potential.
- Monitor burnout risks: Keep an eye out for signs of overwork and encourage self-care.
According to Covey, trust multiplies productivity. In this stage, high trust levels enable faster decision-making and smoother execution. Leaders should safeguard this trust by maintaining transparency and fairness.
Packing up the tools: Adjourning
All teams eventually disband, whether after completing a project or due to organisational changes. Handling this phase poorly can leave a bad taste and undermine trust built over time.
- Reflect and celebrate: Conduct a retrospective to acknowledge successes and lessons learned. Ask, “What are we most proud of?”
- Support transitions: Use coaching to help team members navigate their next steps, whether it’s a new project or role.
- Preserve connections: Encourage the team to maintain relationships, fostering a network of trust that benefits the organisation long-term.
A culture that values endings – through thoughtful ‘offboarding’ practices or alumni networks – ensures that adjourning is seen as a natural and positive transition.
Company culture is the glue
Company culture acts as the glue that holds these stages together. Without a culture that prioritises trust and growth, even the best coaching efforts will fall flat. Leaders must actively shape this culture by embodying trust-building behaviours and encouraging their teams to do the same.
Leading through the lifecycle
- Learn coaching techniques: Invest in training to develop your coaching skills. Focus on areas like active listening, reframing, and goal setting.
- Integrate coaching into team milestones: Use coaching to address challenges and celebrate wins at every stage of the team’s lifecycle.
- Foster a trust-driven culture: Reflect on your organisation’s cultural norms. Are they aligned with trust-building principles? If not, initiate changes.
- Measure and reflect: Track how coaching impacts team dynamics and trust levels. Use tools like surveys or trust audits to gather insights.
By combining Tuckman’s team development model with a coaching approach, leaders can navigate the complexities of team development while building a foundation of trust that accelerates performance.
It’s been said that there is no I in team, which is true, but there is tea. Why not make a cup, reflect on these ideas, and decide on one to implement straight away before you get busy with other things.
