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Storming

Storming

Most teams go through the storming stage in some form or another because discord is inevitable. The key value to emphasize in the team is positive intent. 

A little conflict is needed to bring upfront weak spots in projects and to bring new valid arguments to the table. But constant storming leads to the destruction of productivity, projects, and ultimately, the team itself.

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Dr. Bruce Tuckman, a psychology professor, synthesized team development into four basic stages: Forming, Storming, Norming, and Performing.

Forming

This stage of teamwork is all about first meetings and first impressions.

What everyone needs most is a clear understanding of their part in the journey and a setup for building emotional connections. Setting goals together puts their skills and interests into the open.

Norming

Getting to the Norming stage takes a healthy dose of observation, identification, and action on things that are working (and not working).

Teams that stay in Norming are constantly working out things like communication preferences, recognition of achievements, and workflows.

Performing

This is the stage when the synergy comes in:

  • Group norms have been accepted, and people feel comfortable to exchange ideas, without fear of misplaced judgment or rejection.
  • Team members have a clear understanding of where they can best serve the team’s needs, and everyone is highly motivated to get to the same goal.
  • Team members are interdependent, meaning they need little managing.

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Defining group norms

Group norms are the set of informal and formal ground rules that specify how people interact. The rules help members of the group determine how to behave. Advantages of clear ground rules within teams:

  • Meetings and communication are more constructive.
  • Teammates have a shared value system and work together to achieve goals.
  • Everyone knows what is expected of them, and they live up to the expectations.
  • Conflicts can be resolved more effectively and with understanding.
  • New teammates can integrate more quickly.

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Traps To Avoid
  • Thinking your current job knowledge and technical skills are enough to be a manager. Good management and people skills can be more important than technical skills.
  • Failing to consult regularly with your boss, in an attempt to show that you can cope on your own.
  • Approaching your boss without having thought a problem or its solutions through.
  • Failing to assess what your customers want from you and your team.
  • Using your authority inappropriately or not in the interests of the organization.

To lead a team effectively, you must first establish your leadership with each team member. 

Most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions.