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When educators shift how they talk about challenges, they make room for meaningful reflection, collaboration, and growth.

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4 Language Shifts That Support a Culture of Continuous Improvement

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When educators shift how they talk about challenges, they make room for meaningful reflection, collaboration, and growth.

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Output:
The plan is the concrete result of the planning process, a document or framework that specifies the details of the meeting.

Focus:
It outlines the goals, objectives, agenda, timelines, and resources needed for the meeting.

Static:
Once created, a plan is generally considered static, though it can be revised as needed.

Example:
A detailed agenda for a school board meeting, including the purpose, speakers, and time allotted for each topic.

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Norms are shared agreements about how people work together. Commitments are shared agreements about how people learn together.

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Distributed leadership is a model where leadership responsibilities and decision-making are spread out among multiple individuals within an organization.

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The effectiveness of your meeting can be predicted based on your agenda. One thing you can do to have a powerful meeting is agenda preparation. This video will provide tips on how to create an effective meeting agenda and explain why every meeting should have an agenda. Find out what to include in your meeting's agenda with 7 important tips.

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Meeting Agenda Preparation [7 Tips] - Creating an Effective Meeting Agenda for A Successful Meeting

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The importance of planning is often underrated. Planning helps leaders deliver.

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The importance of planning is often underrated.

I get it. Planning is boring. It's much more exciting to do things, not plan them.

It's also a waste of money. All these people sit around coming up with a plan, when they could be doing the work!

Why can't we just work it out as we go along?

That sounds great. But let's take a look at why that might not be such a good idea.

Why People Underestimate the Importance of Planning

Surely everyone knows about the importance of planning.

The problem is, leaders know they should plan. They've heard statements like "Failing to plan, is planning to fail".

Unfortunately, it doesn't sink in.

Innovation is a hot topic in workplaces today. Sometimes, innovation is about just getting on and trying things. No long approval processes, just get on and see how you go.

Sometimes, that's fine. But not for everything you do.

Many leaders want to tick the box just by having a plan. But they don't use it. They let someone else worry about the plan, while they run around doing things. This is as good as not having a plan at all.

The urge to do something is often too great. Unfortunately, it's a false economy. The money and time you save by avoiding planning is spent later, when people are confused and things aren't going well.

How Planning Helps Leaders Deliver

1. Planning Helps Leaders Set Expectations

One of the main benefits of a plan is that it acts as a communication tool. People know when they should be starting something and when they need to have finished.

People know when things are going to happen, giving them some certainty of what to expect. Whether your plan says something will happen in two weeks or two months, it often doesn't matter that much. As long as people are aware of what is happening.

A plan also helps a manager seem like they've put some thought into what they are doing. This has the side-benefit of earning them respect and credibility, when done well.

2. Planning Helps Leaders Allocate Resources

Many changes and projects flounder because there aren't the right people available to do the work. Without a plan, you'll never know how many people you need, or when you'll need them.

This means you'll be stuck in a never ending loop of "We'll know the answer when we get there". But...you never get there. So think about it early and work it out.

You don't need to be running a project to care about resourcing. If any extra work is going to require help from your team, you need to understand how much effort is involved so you can hire in some more help to do your usual work.

In other words, a plan is for everybody - not just the person creating the plan!

3. Planning Helps Leaders Hold People Accountable

Without a plan and deadlines, work just continues until somebody gets around to completing it. But if you have leaders who understand the importance of planning and hold people to deadlines, suddenly people start to respect the plan.

When people respect the plan, their behaviour changes. The work is no longer optional, it's deadline driven. This is how you start to deliver things on time, rather than letting them drag out over long periods.

Remember that to hold people accountable, there need to be clear expectations and consequences for missing deadlines. Consequences don't need to be severe, but they need to exist. If everybody just shrugs and moves on with their day, nobody gets better or learns anything.

4. Planning Helps to Reduce Uncertainty
Resource: If lack of accountability is an issue for your team, Thoughtful Leader can help. Check out the Hold Your Team Accountable eBook, for tools and techniques to improve accountability and performance. You and your team deserve better... try the eBook today.
Sometimes when you're faced with a big problem or task, it can be daunting.

Building a bridge, implementing a new software system, delivering a training program to your entire company - these can all be large undertakings.

So how long do they take? Without a plan you can guess, but you won't really have a good idea. This uncertainty can cause stress for you and your team.

I recently had a coaching client who was stressed because she had many competing demands, one of which was to finish her postgraduate studies, including completing a large project.

She had a hard deadline which was a few months away. When I asked her if she thought this was enough time, she said "I don't know." This uncertainty was causing her to worry.

So the first thing we looked at was planning to break the project down and work out whether my client was in trouble with that deadline. Once we understood that, she could decide what she needed to do next.

A plan can help you decide whether you're in trouble or not. Without it, you're flying blind!

Why Can't We Just Work It Out As We Go Along?

There is a temptation for leaders to just work things out as they go. "We won't know until we get there."

This usually isn't true. If you have the right people involved during planning, you can work out a lot of the answers early and create a plan. It doesn't have to be perfect, but it's a good start.

There are issues when you just work things out as you go.

1. Future work is delayed. When things take longer than expected, there is a knock-on effect. If you don't plan, you don't know if this will happen, or not.

2. Costs pile up. When things keep dragging on, it costs money. Even if you are using people who are already paid for, you're wasting money. Why? Because they could be working on something else.

3. Uncertainty builds. Without a plan, nobody can say when things will happen. It's a guessing game, adding to workplace stress and discomfort.

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The importance of planning is not to be underestimated. Take control of your destiny and make a plan today. Your team and colleagues will thank you for it.

Do you have any planning success stories or challenges? Let me and all the other Thoughtful Leaders know in the comments below!

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The Importance of Planning and Why Leaders Can't Ignore It - Thoughtful Leader

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Many leaders and managers underestimate the importance of planning. Don't be one of them - find out why you should make a plan, today.

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Follow this 7-step guide to design an effective meeting agenda and grab the free template too.

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How To Write An Awesome Meeting Agenda (Tutorial & Template)

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This agenda template can be used on its own OR you can watch the "How To Write An Awesome Meeting Agenda (Tutorial & Template)" for a detailed explanation of the structure.

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Meeting Agenda and Minutes Template.docx

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A Harvard Business Review article by Daniel Goleman and Richard E. Boyatzis, February 2017.

Brief Summary: Although there are many models of emotional intelligence, they are often lumped together as “EQ” in the popular vernacular. An alternative term is “EI,” which comprises four domains: self-awareness, self-management, social awareness, and relationship management.

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Emotional Intelligence Has 12 Elements. Which Do You Need to Work On?.PDF

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A guide to establishing better communication habits for success in the workplace.

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8 Ways You Can Improve Your Communication Skills - Professional Development | Harvard DCE

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Effective communication is a critical skill for all leaders. These 8 tips can help improve your communication habits in the workplace.

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12 traits emotionally intelligent people share (You can learn them) | Daniel Goleman for Big Think+

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12 traits emotionally intelligent people share (You can learn them) | Daniel Goleman for Big Think+

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Three simple exercises to enhance three specific aspects of emotional intelligence: self-awareness, self-regulation, and positive connections: assessment of bodily sensations, cognitive load, and emotional states; strategic breathing exercises; and authentic, intentional acts of kindness and understanding.

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3 Exercises to Boost Your Emotional Intelligenc, According to Research.PDF

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50 tips & actions for improving your emotional intelligence.

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50 tips for improving your emotional intelligence

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Improve your emotional intelligence with these 50 tips from our EQ experts.

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Actively build habits in Emotional Intelligence areas rather than simply relying on understanding them conceptually. Three questions can help you on your way: (1) What are the differences between how you see yourself and how others see you? (2) What matters to you? (3) What changes will you make to achieve your goals?

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Boost Your Emotional Intelligence with These 3 Questions.PDF

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"Emotional Intelligence is an understanding of how to reflect and evaluate our emotions and the emotions of others and then decide the best course of action for moving forward."

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"Emotional Intelligence is an understanding of how to reflect and evaluate our emotions and the emotions of others and then decide the best course of action for moving forward."

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"Communication is the sending and receiving of information and can be one-on-one or between groups of people, and can be face-to-face or through communication devices."

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Communication Skills from Collective Leader Efficacy by Peter DeWitt (pages 157-160)

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Start at 3 minutes to get to the topic of Communication.

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Ep: 180: Try It On: Improve Your Communication with Non-Verbals

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Welcome to the “try it on challenge!” This episode kicks off a new mini-series that will provide you with a tool or strategy in each episode guaranteed to impro

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Effective Team Communication

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Teacher teams can take a big step toward effective communication by naming what they want to hear and see in group conversations and what they don't want to hear and see.

Photo credit: Phil Roeder via flickr (CC BY 2.0)

Most educators intellectually know the importance of working in teams, departments, or professional learning communities. Most of us want healthy collaboration with colleagues and yearn for the support, understanding, and guidance from others who walk in our shoes.

Yet many team meetings are riddled with ineffective communication dynamics. Perhaps one team member dominates the conversation, or someone else disengages and never participates, or someone derails discussions.

Although there aren't quick-fix solutions to these dynamics, there are many things that we can do -- as team leaders or members of teams -- to turn our team towards healthy communication. In this blog post, I'll offer a few suggestions from my forthcoming book, The Art of Coaching Teams, to support you in this work.

Reflect on Current Dynamics

1. What do I notice about the conversations we have now in our team? What dynamics do I see present?

2. How do I feel about the conversations we have now?

3. What do I want our team's conversations to look and sound like?

4. What purposes do our conversations need to have?

5. How do I want to feel during conversations?

6. What defines a good conversation for me?

If you are a team leader, you may be able to make decisions that can shift your team's dynamics. If you're a team member, then the more you know about healthy communication, the better you can advocate for a shift. The first step is to reflect on your team's communication patterns. Here are six questions to guide that reflection:

Identify the Outcome

Active listening through paraphrasing and by asking follow-up, clarifying, and probing questions

Active listening through nonverbal communication (making eye contact with each other, nodding)

Questions and wonderings grounded in genuine inquiry

Summarizing of each others' ideas

Invitations to quieter members

Making sure that everyone's voice is heard

Probing questions that go below surface comments

Productive conflict around ideas

Offering of ideas, suggestions, solutions, and next steps

Empathy for each other and others outside of the team (including students, parents, and administrators)

Teams can take a big step toward effective communication by naming what they want to hear and see in group conversations and what they don't want to hear and see. When one team I worked with was in a particularly stormy phase, members created a list of what they wanted to see and hear in group conversations. These included the following:

Going off topic and into long digressions

Dominating the conversation by taking up too much airtime or trying to dictate the conversation

Being sarcastic

Disengaging and not participating

Dismissing the ideas of others with "yeah, buts"

Gossiping about others

Blaming others

Being distracted by other things (technology) or people

They also listed what they didn't want to see and hear, which included:

Off to a Good Start

At the opening of each meeting they reviewed their responses, and each member selected a few of the positive attributes that she would focus on demonstrating. Sometimes the team asked a process observer to track what she noticed in terms of their communication and which of these elements they demonstrated.

After several months of close focus on their communication by using this tool, this team's discussions improved dramatically.

Awareness about how your team is currently communicating and how you'd like it to communicate is a critical first step in changing dynamics. Without this reflection and without identifying the direction you're trying to go in, you won't be able to chart a strategic path.

In upcoming blog posts, I'll be sharing more tips on shifting communication dynamics in teams.

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Effective Team Communication: A First Step to Getting Along | Edutopia

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Teacher teams can take a big step toward effective communication by naming what they want to hear and see in group conversations and what they don't want to hear and see. Photo credit: Phil Roeder via flickr (CC BY 2.0) Most educators intellectually know the importance of working in teams, departments, or professional learning communities.

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While engaging in learning conversations and providing feedback and insights, two types of questions are typically leveraged: Clarifying and Probing. It is important to distinguish between the two.

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"Social Sensitivity is our ability to understand the perspectives of other adults within our group."

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"Social Sensitivity is our ability to understand the perspectives of other adults within our group."

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The ability to understand and navigate the formal and informal roles, relationships, and structures within an organization.

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Organizational Awareness: Systems Thinking With Emotional Intelligence

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I picked up my first camera when I was nine. It was a Pentax K1000— a black and silver box with a single-lens reflex and Kodak 35MM film inside.

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10 ways in which adults can have a much deeper conversation by taking social sensitivity into account

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Celeste Headlee: 10 ways to have a better conversation | TED Talk

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When your job hinges on how well you talk to people, you learn a lot about how to have conversations -- and that most of us don’t converse very well. Celeste Headlee has worked as a radio host for decades, and she knows the ingredients of a great conversation: Honesty, brevity, clarity and a healthy amount of listening. In this insightful talk, she shares 10 useful rules for having better conversations. “Go out, talk to people, listen to people,” she says. “And, most importantly, be prepared to be amazed.”

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8 Strategies to Develop Empathy

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How to Develop Empathy: 10 Exercises & Worksheets (+ PDF)

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Empathy helps us form authentic, deep relationships with people and society.

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10 Empathy Exercises

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Lifting up both individuals and teams and recognizing emotions builds stronger communities, more trust, and helps people feel cared for. With the environment continuing to feel uncertain, engaging employees in this way is more important than ever. While calls to reduce burnout, implement systemic fixes, and increase retention mount, managers in any industry can implement the authors’ 10 strategies immediately to listen deeply for emotions, reflect that understanding, and provide appreciation, connection, and community. These tactics can be used in both in-person and virtual environments, on a regular basis or as needed, in whichever order works for your team.

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NSRF Protocols and Activities… from A to Z

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Protocols are structured processes and guidelines to promote meaningful, efficient communication, problem solving, and learning. Protocols give time for active listening and reflection, and ensure that all voices in the group are heard and honored. Using protocols appropriately in meetings with colleagues, students, parents, and others helps you build the skills and the culture necessary for productive collaborative work.

Although protocols are not needed for some meetings (such as those for disseminating information or updating participants without inviting feedback), once a group becomes accustomed to using protocols, they're more likely to collaborate more efficiently and effectively even when protocols are not being used.

Like guardrails along a highway, NSRF protocols, under the leadership of a trained coach, provide guidance and a safe place for honest and useful feedback. They also ensure that the group involved arrives at the proposed destination rather than being pulled off-track.

NSRF has a vast array of protocols and activities to help participants:

Address complex dilemmas with fresh perspectives

Improve their work quickly with thought-provoking questions

Share and learn from successes

Introduce ideas, topics, or programs

Expand thinking, find essential messages, discover other perspectives

Interpret data

Observe classrooms and environments to improve teaching, coaching, learning, or other work

Brainstorm and improve projects, plans, or materials at any stage of progress

Look at student work with specific objectives and needs in mind to improve outcomes

Our Protocols A-Z List is free and provides access to our original protocols, alphabetized by their given titles and downloadable as PDF files.

Our most updated and complex protocols are exclusive to Annual Members and trained Critical Friends Group® Coach Members. NSRF is a small non-profit office, and your paid memberships help to support our office which works to support YOU as an educator!

Our paid members have access to newly constructed, extended, searchable Protocols Libraries! Members' and Coaches' Protocol Libraries have detailed search filters that allow searches by categories such as "Planning & Brainstorming" and "Working with Data." You can also preview brief summaries of purpose per protocol or activity. These libraries also contain activities, downloadable cards, documents, and applicable articles. You can view our protocols and activities as interactive web site pages through the Linked Title, or you can download them as PDF files. We hope to gather even more materials for you in the days to come!

To view these exclusive, extended libraries, be sure to log in with your username and password and to purchase your membership through our Store. Find the library links under "Protocols" in the top main menu. These are BIG libraries, so you might give them a few seconds to upload. We have a lot to offer, especially to our trained CFG Coaches!

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Collective responsibility makes all teachers the best

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Podcast: Creating PLC Conversations That Increase Collective Responsibility (Stop at 10:51)

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Podcast: Creating PLC Conversations That Increase Collective Responsibility - Steve Barkley

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In this week’s episode of the Steve Barkley Ponders Out Loud podcast, Steve looks at how to create conversations in PLCs that increase collective responsibility and in turn, student learning.

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"Collective Responsibility refers to the idea that individual members of a group are responsible for the group's actions as a whole."

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"Collective Responsibility refers to the idea that individual members of a group are responsible for the group's actions as a whole."

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Group Commitments (or Agreements) are important for a group that intends to work together over time and will be having meaningful, sometimes difficult, conversations. Starting with basic commitments builds trust, clarifies group expectations of one another, and establishes points of “reflection” to see how the group is doing regarding process.

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Activity 8.1: Deliberate Practice, Collective Responsibility from Collective Leader Efficacy

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Shared leadership refers to a collaborative approach to decision-making where all members of a team have equal input and influence.

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Taking the Time to Establish Collaborative Expectations

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Taking the Time to Establish Collaborative Expectations — Abeo School Change

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August 2024 ORGANIZATIONAL DEVELOPMENT Collaborating with a team is both rewarding and challenging. Think about it, you’ve got a group of passionate members each with their own personalities, learning styles and passion. How do you harness these things to not only work together, but learn toget

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Tuckman's 5 Stages of Team Development

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Tuckman's 5 Stages of Team Development (Forming, Storming, Norming, Performing, Re-forming)

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Elena Aguilar- Example of agenda builidng for Norm Building

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Great Meetings Are Like Great Classrooms

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To prevent holding a meeting in which participants are unprepared, veer off track, or waste the team’s time, you should create an effective meeting agenda that sets clear expectations for what needs to occur before and during the meeting.

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Executive Summary

To prevent holding a meeting in which participants are unprepared, veer off-track, or waste the team's time, you should create an effective meeting agenda that sets clear expectations for what needs to occur before and during the meeting. Seek input from your team members to ensure the agenda reflects their needs and keeps them engaged. If your entire team is meeting, then the issues discussed should affect everyone present and require the whole team's effort to solve. Addressing topics that don't impact everyone at the meeting wastes individuals' valuable time. Another tactic for creating a better meeting agenda is listing topics as questions to be answered. Instead of writing "office space reallocation," try "Under what conditions should we reallocate office space?" Let your team know if the purpose of the discussion is to share information, seek input on a decision, or make a decision. And indicate on the agenda who is leading each discussion so they can prepare. These tips, and five others, will help your team stay focused in meetings.

We've all been in meetings where participants are unprepared, people veer off-track, and the topics discussed are a waste of the team's time. These problems - and others like it - stem from poor agenda design. An effective agenda sets clear expectations for what needs to occur before and during a meeting. It helps team members prepare, allocates time wisely, quickly gets everyone on the same topic, and identifies when the discussion is complete. If problems still occur during the meeting, a well-designed agenda increases the team's ability to effectively and quickly address them.

Here are some tips for designing an effective agenda for your next meeting, with a sample agenda and template below. You can use these tips whether a meeting lasts an hour or three days and whether you're meeting with a group of five or forty:

Seek input from team members. If you want your team to be engaged in meetings, make sure the agenda includes items that reflect their needs. Ask team members to suggest agenda items along with a reason why each item needs to be addressed in a team setting. If you ultimately decide not to include an item, be accountable - explain your reasoning to the team member who suggested it.

Select topics that affect the entire team. Team meeting time is expensive and difficult to schedule. It should mainly be used to discuss and make decisions on issues that affect the whole team - and need the whole team to solve them. These are often ones in which individuals must coordinate their actions because their parts of the organization are interdependent. They are also likely to be issues for which people have different information and needs. Examples might include: How do we best allocate shared resources? How do we reduce response time? If the team isn't spending most of the meeting talking about interdependent issues, members will disengage and ultimately not attend.

List agenda topics as questions the team needs to answer. Most agenda topics are simply several words strung together to form a phrase, for example: "office space reallocation." This leaves meeting participants wondering, "What about office space reallocation?" When you list a topic as a question (or questions) to be answered, it instead reads like this: "Under what conditions, if any, should we reallocate office space?"

A question enables team members to better prepare for the discussion and to monitor whether their own and others' comments are on track. During the meeting, anyone who thinks a comment is off-track can say something like, "I'm not seeing how your comment relates to the question we're trying to answer. Can you help me understand the connection?" Finally, the team knows that when the question has been answered, the discussion is complete.

Note whether the purpose of the topic is to share information, seek input for a decision, or make a decision. It's difficult for team members to participate effectively if they don't know whether to simply listen, give their input, or be part of the decision making process. If people think they are involved in making a decision, but you simply want their input, everyone is likely to feel frustrated by the end of the conversation. Updates are better distributed - and read - prior to the meeting, using a brief part of the meeting to answer participants' questions. If the purpose is to make a decision, state the decision-making rule. If you are the formal leader, at the beginning of the agenda item you might say, "If possible, I want us to make this decision by consensus. That means that everyone can support and implement the decision given their roles on the team. If we're not able to reach consensus after an hour of discussion, I'll reserve the right to make the decision based on the conversation we've had. I'll tell you my decision and my reasoning for making it."

Estimate a realistic amount of time for each topic. This serves two purposes. First, it requires you to do the math - to calculate how much time the team will need for introducing the topic, answering questions, resolving different points of view, generating potential solutions, and agreeing on the action items that follow from discussion and decisions. Leaders typically underestimate the amount of time needed. If there are ten people in your meeting and you have allocated ten minutes to decide under what conditions, if any, you will reallocate office space, you have probably underestimated the time. By doing some simple math, you would realize that the team would have to reach a decision immediately after each of the ten members has spoken for a minute.

Second, the estimated time enables team members to either adapt their comments to fit within the allotted timeframe or to suggest that more time may be needed. The purpose of listing the time is not to stop discussion when the time has elapsed; that simply contributes to poor decision making and frustration. The purpose is to get better at allocating enough time for the team to effectively and efficiently answer the questions before it.

Propose a process for addressing each agenda item. The process identifies the steps through which the team will move together to complete the discussion or make a decision. Agreeing on a process significantly increases meeting effectiveness, yet leaders rarely do it. Unless the team has agreed on a process, members will, in good faith, participate based on their own process. You've probably seen this in action: some team members are trying to define the problem, other team members are wondering why the topic is on the agenda, and still other members are already identifying and evaluating solutions.

The process for addressing an item should appear on the written agenda. When you reach that item during the meeting, explain the process and seek agreement: "I suggest we use the following process. First, let's take about 10 minutes to get all the relevant information on the table. Second, let's take another 10 minutes to identify and agree on any assumptions we need to make. Third, we'll take another 10 minutes to identify and agree on the interests that should be met for any solution. Finally, we'll use about 15 minutes to craft a solution that ideally takes into account all the interests, and is consistent with our relevant information and assumptions. Any suggestions for improving this process?"

Specify how members should prepare for the meeting. Distribute the agenda with sufficient time before the meeting, so the team can read background materials and prepare their initial thoughts for each agenda item ahead of time.

Identify who is responsible for leading each topic. Someone other than the formal meeting leader is often responsible for leading the discussion of a particular agenda item. This person may be providing context for the topic, explaining data, or may have organizational responsibility for that area. Identifying this person next to the agenda item ensures that anyone who is responsible for leading part of the agenda knows it - and prepares for it - before the meeting.

Make the first topic "review and modify agenda as needed." Even if you and your team have jointly developed the agenda before the meeting, take a minute to see if anything needs to be changed due to late breaking events. I once had a meeting scheduled with a senior leadership team. As we reviewed the agenda, I asked if we needed to modify anything. The CEO stated that he had just told the board of directors that he planned to resign and that we probably needed to significantly change the agenda. Not all agenda modifications are this dramatic, but by checking at the beginning of the meeting, you increase the chance that the team will use its meeting time most effectively.

End the meeting with a plus/delta. If your team meets regularly, two questions form a simple continuous improvement process: What did we do well? What do we want to do differently for the next meeting? Investing five or ten minutes will enable the team to improve performance, working relationships, and team member satisfaction. Here are some questions to consider when identifying what the team has done well and what it wants to do differently:

1. Was the agenda distributed in time for everyone to prepare?

2. How well did team members prepare for the meeting?

3. How well did we estimate the time needed for each agenda item?

4. How well did we allocate our time for decision making and discussion?

5. How well did everyone stay on-topic? How well did team members speak up when they thought someone was off-topic?

6. How effective was the process for each agenda item?

To ensure that your team follows through, review the results of the plus/delta at the beginning of the next meeting.

If you develop agendas using these tips, and the sample agenda and template below, your team will have an easier time getting - and staying - focused in meetings.

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How to Design an Agenda for an Effective Meeting

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Executive Summary To prevent holding a meeting in which participants are unprepared, veer off-track, or waste the team's time, you should create an effective meeting agenda that sets clear expectations for what needs to occur before and during the meeting. Seek input from your team members to ensure the agenda reflects their needs and keeps them engaged.

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CCEE Toolkit Continuous Improvement: PDSA Cycle Form

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Using the NYC DOE resources to plan for a PDSA Cycle.

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An Abeo protocol to support forming group commitments.

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Guidelines and questions to support facilitator preparation.

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Routines that cultivate one's capacity to look beyond their own perspective and to consider others’ experiences, thoughts, and feelings.

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PZ’s Thinking Routines Toolbox | Project Zero

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Abeo's guide to designing an effective agenda.

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Is your team forming, storming, norming or performing?

It takes time for a high-performing team to become, well, a high-performing team. The process of developing from a motley crew of well-meaning strangers into a in-sync, high-trust squad is complex, and, research shows, skilfully navigating periods of tension and discord

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Is your team forming, storming, norming or performing?
It takes time for a high-performing team to become, well, a high-performing team. The process of developing from a motley crew of well-meaning strangers into a in-sync, high-trust squad is complex, and, research shows, skilfully navigating periods of tension and discord

In 1965, Bruce Tuckman studied how teams develop, and in his paper "Developmental sequence in small groups" he proposed a four-step process that captures the key phases in working together effectively, today known as the Tuckman Stages of Group Development.

By understanding these stages as a team leader - and educating other team members on the fundamental principles - you can help guide your group to a harmonious, productive state.

Related training course: Building & Leading Great Teams

Forming, storming, norming and performing: the four stages

When teams form, they start in a highly harmonious state, while performance is initially low. Alas, the harmony is rather superficial however, as it's based more on manners and politeness than genuine mutual understanding. Inevitably, there is then an unavoidable storming period when coherence declines and team dysfunction reigns.

Although this might feel uncomfortable, it's actually a positive sign: it means people are starting to open up, tackle disagreements and engage in spirited debate. Eventually, harmony starts to return in the norming stage, along with a steady increase in performance, as the team find mutually agreeable ways of working, social hierarchies emerge, trust increases, and successful teamwork gets properly underway. Finally, the best teams keep the momentum up and keep growing into the performing stage, building on their new-found levels of trust, understanding and confidence to skilfully increase results.

One way to visualise this process is a journey through four boxes.

The 'U'-shaped journey might remind of you a individual's journey through the 'skill/will' matrix as they acquire a new skill, or Kubler's famous change curve. They all share a distinctive 'valley', where any person or team aiming to get from 'happy innocence' to 'happy competence' must bravely venture through a messy-middle phase of confusion, discord and growth.

Let's look at Tuckman's stages of team development in more detail, including how a manager or team leader can have a positive influence
1) The forming stage

When a new team first comes together, members are usually excited - but also cautious as they get to know each other.

Discussion tends to be polite, with team members primarily focused on not alienating others. This is a fragile time for the team as trust and relationships are just beginning.

Superficially, the team is highly harmonious, but the work is only just getting started, and overall performance is low.

For team leaders: this is a critical time to provide clarity and some initial structure: clearly define goals, strategy and procedures, assign initial responsibilities and secure commitment for your team members. Try to provide plenty of opportunities for people to get to know one another informally, and try and forge some early deeper connections that build trust among the team.

Next, teams enter the storming phase, where discussions can become heated as members start to push their respective agendas.

You'll recognise this phase from any team-based game show, when voices are raised as competing approaches are debated while the clock slowly clicks down! At this point, team members are not familiar enough with each other's priorities and perspectives to 'talk each other's language' or anticipate each others' point of view.

Conflict is sharper, as team members have not yet had the opportunity to prove their competence or integrity in the longer-term, making it easier for people to jump to negative conclusions about one another.

Simultaneously, the demands of 'the work ahead' are starting to become more pressing - but not enough has been learned to settle disputes via experience or data.

Much of the team's work and processes will remain undefined - members will naturally seek to impose their own methods. It's natural for conflict and competition emerge, as a social hierarchy emerges.

The individual social styles of team members may come into play: drivers tend to adopt a controlling position, while analytical types may attempt to neutralise conflict with systems and an orderly approach. Discomfort with this stage may lead other team members to retreat or become passive.

In this phase, key risks come from spiralling conflict due to a lack of mutual understanding, but also from avoiding conflict due to fear of discord.

There are links here to Lencioni's 'five dysfunctions of a team' and this is a great opportunity to address fear of conflict, which will pay dividends in the future. As a manager, can help by:

Allowing conflict to play out: 'storming' is a natural part of the process, so don't hurry to tamp down all disagreements at the first sign of difficulty

Set boundaries: don't allow team members to make things 'personal' or impugn each other's motives. Insist on assuming the best of one other, avoid cliquishness, and set expectations for co-operation and decency

Promote deeper thinking: any conflict is not just about 'the topic' but also the people involved. Encourage team members to us difficult moments as a learning experience that can teach them new things about their colleagues

Capture decisions: drive disagreements towards a definitive conclusion: nothing needs to be set it stone, but it can at least be written down 'for now'

Sweep up the small stuff: sometimes people simply disagree about a low-stakes issue, but the team is too 'fresh' for anyone to confidently assert themselves or negotiate a decision. (In fact, it's the lack of anyone caring that much that makes it drag on.) If you suspect that nobody is genuinely that bothered and the team just needs to align on one option or the other, host a very brief discussion and then bring the matter to a speedy conclusion.

At this point, the team is at its nadir of disharmony, but as work gets underway and problems are ironed out, the team will start to become more performant.

Finally, the team starts to get into a groove.

From a cacophony of discordant sounds, a tempo, rhythm and common melody start to emerge - we're really starting to get somewhere.

In the norming stage, disagreements are resolved, compromises reached, and a shared strategy emerges. For the first time, performance is now perceptibly improving, and this, in turn, leads to an overall glow of accomplishment, or at least a sense of predictability.

As work feels under control, there is more space to forge a group identity, and a real sense of belonging. Certain routines, traditions and ways-of-doing-things emerge. On a social level, team members are starting to understand each other better, with closer working relationships, and mutual respect between former antagonists. People find informal team roles that speak to their strengths, and everyone have a deeper understanding of how each individual is able to contribute.

Meanwhile, the scope of the work itself has started to reveal itself, and coworkers have begun to match their talents to where they're most effective. With increasing amounts of psychological safety, people feel able to communicate more candidly.

It's the beginning of good times, basically. But only the beginning.

For team leaders, the task here is to tactfully guide the team towards the 'performing' stage. The key risks are:

Messy compromises: the team has found 'a' way of doing things, but perhaps not the best way of doing things - many decisions may have been made simply to quickly resolve conflict

Fear of change: having only just navigated a stormy period, team members are loathe to disturb the peace of of the new status quo. Making further changes can be seen as rehashing past discussions or 'moving backwards'

Lack of confidence: the team is relieved that anything is working at all, and it may not yet occur to them to aim higher

Lack of independence: the team might still rely heavily on the leader to referee, reassure and decide

In fact, it's quite easy to get to Stage 3 and simply stop. Leading a team onwards to the 'performing' stage, then, is a slow process of going from 'good enough' to 'great.'

Celebrate the journey so far: note the team's wins, and celebrate their tenacity

Document the new normal: use the relative calm to formalise the new raft of agreements, understandings and processes, so they feel like standalone entities separate to previous discussions or conflicts. This will help them be revisited dispassionately.

Build confidence: Use the progress so far as evidence of the team's strength and determination - remind people that future improvements should naturally come a lot more easily, now everyone knows each other better

Delegate and empower: as the team develops capacity, prepare the team to take more responsibility and show more initiative. Raise the stakes and the cadence, allow them to take a greater role in decision-making and navigating changes independently.

In short, after a short break for self-congratulation, avoid too much laurel-resting. The sky is the limit!

4) The performing stage

Imagine the curtains drawing back on a theatre stage. The actors, having practiced their lines and perfected their movements, are poised and ready. The orchestra, tuned and in harmony, anticipates the conductor's cue. The audience holds their breath. Then, the performance begins - flawless, enchanting, and seemingly effortless. Welcome to the 'Performing' stage of team development.

After navigating through the forming, storming, and norming stages, the team has now reached a point of high efficiency and productivity. Much like a well-rehearsed theatre performance, the team operates smoothly with a deep understanding of their roles and responsibilities. They're driven by a shared purpose, and each member is motivated and competent to carry out their tasks autonomously.

In this stage, team members have become interdependent, balancing their individual responsibilities with the team's goals seamlessly. Disagreements and conflicts still arise, as they do in any group of people, but they are now handled constructively and efficiently, with minimal disruption to the team's workflow. The team leader, akin to the theatre director, steps back from a direct role, shifting to a more supportive position, offering guidance and encouragement as needed.

Maintaining this level of performance, however, is not a static process. It requires continuous effort, adjustment, and learning. As a manager, here are some ways to sustain this stage:

Continued Encouragement: Regularly acknowledge and celebrate the team's accomplishments. This reinforces the positive behaviors that have brought the team to this stage.

Promote Growth and Development: Encourage team members to continue developing their skills and knowledge. This could be through professional development opportunities or by assigning challenging tasks that stretch their abilities.

Maintain Open Communication: Keep the lines of communication open. Regular check-ins, feedback sessions, and open discussions can help identify potential issues before they become significant problems.

Adapt and Evolve: Be prepared to adapt and evolve. Changes in team composition, company goals, or external factors may require the team to adapt and potentially cycle through earlier stages again.

As the curtain falls on the 'Performing' stage, it's crucial to prepare the team for potential changes or project endings. Just as actors bid their co-stars farewell at the end of a successful show run, teams often must disband or move on to new projects. This transition, known as the 'Adjourning' stage, comes with its own set of emotions and challenges, which we will discuss next.

So, take a bow, soak up the applause, and - get ready for tomorrow's performance. Unless...

5) The adjourning or mourning stage

Sometimes, a team's work is complete, and the group disbands.

In this final phase, sometimes called 'mourning' or 'adjourning', it's time to celebrate and reflect.

After the 'Performing' stage, when the team has accomplished its goals and the project comes to an end, the 'Adjourning' stage begins. This stage is sometimes also called the 'Mourning' stage, reflecting the mixed emotions that team members often feel. On one hand, there's a sense of pride and satisfaction in the work accomplished. The project, like a successfully completed course of study, has been a rewarding experience.

On the other hand, there's a sense of sadness and loss. Team members, who've spent considerable time together, now prepare to part ways. The team, much like a group of graduating students, disbands, with each member moving on to new projects or roles.

For managers, the 'Adjourning' stage requires sensitivity and understanding. Here are some tips to handle this stage with grace:

1. Celebrate the achievements: Organize a team celebration to mark the end of the project. This could be a simple lunch or a more formal event. The goal is to acknowledge and celebrate the team's hard work and success.

2. Provide support: Understand that some team members might find this stage challenging. Offer support and make yourself available to discuss their feelings and concerns.

3. Encourage reflection: Encourage team members to reflect on their experiences. What did they learn? What would they do differently next time? This can be a valuable learning experience for future projects.

For team members, it's important to remember that the 'Adjourning' stage, while sometimes sad, is a natural part of the team life cycle. It's an opportunity to celebrate achievements, reflect on learning, and prepare for new adventures.

So, as you hang up your graduation cap and look back at your journey, remember to appreciate the highs, learn from the lows, and look forward to the new beginnings that lie ahead. The 'Adjourning' stage is not just an end, but also a starting point for your next great adventure.

Some extra things to bear in mind

Picture team development as a trip with a route map in hand: you're supposed to go from point A to point B, then to C, and so on until you reach your final destination.

Sounds simple, right? However, in reality, roadblocks, detours, and wrong turns often mean the journey is not so straightforward. Here are a few complexities to consider as you guide your team:

The team development stages are not always linear

One of the most common misconceptions about Tuckman's model is that teams will always move linearly from one stage to the next, like stepping stones across a river. However, in reality, teams often move back and forth between stages. For example, a team might regress from 'Norming' back to 'Storming' if there's a major disagreement or a change in team composition.

Teams don't always start at the Forming stage

While 'Forming' is typically the first stage for a new team, teams that have been reshuffled or have new members joining might skip directly to 'Storming' or 'Norming' depending on the dynamics and the situation.

Teams don't stay in the 'Performing' stage automatically

Reaching the 'Performing' stage is a significant achievement, but it doesn't mean the team will stay in that stage indefinitely. Changes in team members, project goals, or external circumstances can cause a team to move back to an earlier stage.

So how can you recognize when a team has regressed and what can you do about it? Here are some tips:

1. Stay observant: Regularly check in with your team and be observant of team dynamics. Are conflicts increasing? Is productivity dropping? These could be signs that your team has moved back to an earlier stage.

2. Open discussion: If you suspect your team has regressed, bring it up for discussion in a team meeting. Remember, it's a normal part of the team development process and not something to be ashamed of.

3. Revisit earlier strategies: If your team has moved back to 'Storming' or 'Forming', revisit the strategies and actions that helped you navigate these stages previously.

4. Seek external help: If the team is struggling to progress through a particular stage, consider seeking help from a coach or a professional trained in team dynamics.

In summary, while Tuckman's model provides a useful roadmap for understanding team development, it's important to remember that each team's journey is unique. It's less like a linear trek and more like a winding expedition, full of unexpected discoveries and challenges, with each stage offering its own lessons and growth opportunities.

Example: a mission to Mars for a brand new team

The year: 2065. Destination: the Red planet.

Together for the first time: a team of astronauts, handpicked for a history-making mission to Mars. Seven of the best from around the globe, led by Commander Sullivan, a calm, no-nonsense individual with a team to build.
Forming
The group first convened in a modern training facility in Houston. Everybody was respectful, almost too polite, sizing each other up, trying to understand their place within the team. There was an air of excitement, but also uncertainty, as they were essentially strangers about to embark on an incredible journey.

Commander Sullivan knew the importance of starting off right. He encouraged everyone to share their personal stories, their strengths, and even their fears. He made sure to create an open and accepting environment where all thoughts and ideas were welcomed, all with the aim of fostering trust and mutual understanding. It was clear from day one that Commander Sullivan valued every member's contribution, setting the tone for a cooperative atmosphere.
Storming
As the months of training rolled by, the team members started to open up more, and with this increased familiarity came disagreements. The engineer and the geologist clashed over technical protocols, the medical officer questioned the commander's decision-making. It was a challenging time. Personal and professional boundaries were pushed, tensions rose, and morale occasionally dipped.

But Commander Sullivan did not shy away from this. He understood that storming was a natural part of team development. Rather than suppressing conflict, he facilitated constructive dialogue. He encouraged each team member to voice their concerns and patiently mediated discussions, reminding everyone of their shared goal: to successfully land on Mars. He helped them to see that their disagreements weren't personal, but a reflection of their deep commitment to the mission's success.
Norming
Eventually, the team started to settle into a rhythm. They learned to communicate effectively, to compromise, to appreciate each other's different perspectives. They began to develop common standards for solving problems and making decisions. It was during this norming stage that they truly started to operate as a unit.

Commander Sullivan played a crucial role in this process. He established clear roles and responsibilities, ensuring that every team member felt valued and important. He emphasized the importance of regular team meetings where they could assess their progress and address any issues. Most importantly, he fostered a sense of shared responsibility and ownership for the mission, creating a strong team spirit.
Performing... in space!
Finally, the day of the mission arrived. The astronauts, now not just colleagues but companions, were in the spacecraft, ready for the journey of a lifetime. They had become a high-performing team, able to anticipate each other's moves, work smoothly together, and solve problems quickly and efficiently.

Throughout the mission, Commander Sullivan continued to facilitate open communication and provide feedback. He trusted his team and delegated tasks effectively, focusing on overseeing the big picture. When unexpected issues arose, such as a malfunctioning life support system or an unforeseen Martian storm, the team handled them with impressive efficiency and calmness, always supporting each other and working as a united front.

Through the stages of forming, storming, norming, and finally performing, Commander Sullivan and his team showed that successful teamwork doesn't just happen overnight. It's a journey, a process of learning to work together, understanding each other's strengths and weaknesses, and learning to resolve conflicts constructively. And it's this journey, as much as the mission to Mars itself, that defined them as a team.

Is your team forming, storming, norming or performing?
It takes time for a high-performing team to become, well, a high-performing team. The process of developing from a motley crew of well-meaning strangers into a in-sync, high-trust squad is complex, and, research shows, skilfully navigating periods of tension and discord

In 1965, Bruce Tuckman studied how teams develop, and in his paper "Developmental sequence in small groups" he proposed a four-step process that captures the key phases in working together effectively, today known as the Tuckman Stages of Group Development.

By understanding these stages as a team leader - and educating other team members on the fundamental principles - you can help guide your group to a harmonious, productive state.

Related training course: Building & Leading Great Teams

Forming, storming, norming and performing: the four stages

When teams form, they start in a highly harmonious state, while performance is initially low. Alas, the harmony is rather superficial however, as it's based more on manners and politeness than genuine mutual understanding. Inevitably, there is then an unavoidable storming period when coherence declines and team dysfunction reigns.

Although this might feel uncomfortable, it's actually a positive sign: it means people are starting to open up, tackle disagreements and engage in spirited debate. Eventually, harmony starts to return in the norming stage, along with a steady increase in performance, as the team find mutually agreeable ways of working, social hierarchies emerge, trust increases, and successful teamwork gets properly underway. Finally, the best teams keep the momentum up and keep growing into the performing stage, building on their new-found levels of trust, understanding and confidence to skilfully increase results.

One way to visualise this process is a journey through four boxes.

The 'U'-shaped journey might remind of you a individual's journey through the 'skill/will' matrix as they acquire a new skill, or Kubler's famous change curve. They all share a distinctive 'valley', where any person or team aiming to get from 'happy innocence' to 'happy competence' must bravely venture through a messy-middle phase of confusion, discord and growth.

Let's look at Tuckman's stages of team development in more detail, including how a manager or team leader can have a positive influence
1) The forming stage

When a new team first comes together, members are usually excited - but also cautious as they get to know each other.

Discussion tends to be polite, with team members primarily focused on not alienating others. This is a fragile time for the team as trust and relationships are just beginning.

Superficially, the team is highly harmonious, but the work is only just getting started, and overall performance is low.

For team leaders: this is a critical time to provide clarity and some initial structure: clearly define goals, strategy and procedures, assign initial responsibilities and secure commitment for your team members. Try to provide plenty of opportunities for people to get to know one another informally, and try and forge some early deeper connections that build trust among the team.

Next, teams enter the storming phase, where discussions can become heated as members start to push their respective agendas.

You'll recognise this phase from any team-based game show, when voices are raised as competing approaches are debated while the clock slowly clicks down! At this point, team members are not familiar enough with each other's priorities and perspectives to 'talk each other's language' or anticipate each others' point of view.

Conflict is sharper, as team members have not yet had the opportunity to prove their competence or integrity in the longer-term, making it easier for people to jump to negative conclusions about one another.

Simultaneously, the demands of 'the work ahead' are starting to become more pressing - but not enough has been learned to settle disputes via experience or data.

Much of the team's work and processes will remain undefined - members will naturally seek to impose their own methods. It's natural for conflict and competition emerge, as a social hierarchy emerges.

The individual social styles of team members may come into play: drivers tend to adopt a controlling position, while analytical types may attempt to neutralise conflict with systems and an orderly approach. Discomfort with this stage may lead other team members to retreat or become passive.

In this phase, key risks come from spiralling conflict due to a lack of mutual understanding, but also from avoiding conflict due to fear of discord.

There are links here to Lencioni's 'five dysfunctions of a team' and this is a great opportunity to address fear of conflict, which will pay dividends in the future. As a manager, can help by:

Allowing conflict to play out: 'storming' is a natural part of the process, so don't hurry to tamp down all disagreements at the first sign of difficulty

Set boundaries: don't allow team members to make things 'personal' or impugn each other's motives. Insist on assuming the best of one other, avoid cliquishness, and set expectations for co-operation and decency

Promote deeper thinking: any conflict is not just about 'the topic' but also the people involved. Encourage team members to us difficult moments as a learning experience that can teach them new things about their colleagues

Capture decisions: drive disagreements towards a definitive conclusion: nothing needs to be set it stone, but it can at least be written down 'for now'

Sweep up the small stuff: sometimes people simply disagree about a low-stakes issue, but the team is too 'fresh' for anyone to confidently assert themselves or negotiate a decision. (In fact, it's the lack of anyone caring that much that makes it drag on.) If you suspect that nobody is genuinely that bothered and the team just needs to align on one option or the other, host a very brief discussion and then bring the matter to a speedy conclusion.

At this point, the team is at its nadir of disharmony, but as work gets underway and problems are ironed out, the team will start to become more performant.

Finally, the team starts to get into a groove.

From a cacophony of discordant sounds, a tempo, rhythm and common melody start to emerge - we're really starting to get somewhere.

In the norming stage, disagreements are resolved, compromises reached, and a shared strategy emerges. For the first time, performance is now perceptibly improving, and this, in turn, leads to an overall glow of accomplishment, or at least a sense of predictability.

As work feels under control, there is more space to forge a group identity, and a real sense of belonging. Certain routines, traditions and ways-of-doing-things emerge. On a social level, team members are starting to understand each other better, with closer working relationships, and mutual respect between former antagonists. People find informal team roles that speak to their strengths, and everyone have a deeper understanding of how each individual is able to contribute.

Meanwhile, the scope of the work itself has started to reveal itself, and coworkers have begun to match their talents to where they're most effective. With increasing amounts of psychological safety, people feel able to communicate more candidly.

It's the beginning of good times, basically. But only the beginning.

For team leaders, the task here is to tactfully guide the team towards the 'performing' stage. The key risks are:

Messy compromises: the team has found 'a' way of doing things, but perhaps not the best way of doing things - many decisions may have been made simply to quickly resolve conflict

Fear of change: having only just navigated a stormy period, team members are loathe to disturb the peace of of the new status quo. Making further changes can be seen as rehashing past discussions or 'moving backwards'

Lack of confidence: the team is relieved that anything is working at all, and it may not yet occur to them to aim higher

Lack of independence: the team might still rely heavily on the leader to referee, reassure and decide

In fact, it's quite easy to get to Stage 3 and simply stop. Leading a team onwards to the 'performing' stage, then, is a slow process of going from 'good enough' to 'great.'

Celebrate the journey so far: note the team's wins, and celebrate their tenacity

Document the new normal: use the relative calm to formalise the new raft of agreements, understandings and processes, so they feel like standalone entities separate to previous discussions or conflicts. This will help them be revisited dispassionately.

Build confidence: Use the progress so far as evidence of the team's strength and determination - remind people that future improvements should naturally come a lot more easily, now everyone knows each other better

Delegate and empower: as the team develops capacity, prepare the team to take more responsibility and show more initiative. Raise the stakes and the cadence, allow them to take a greater role in decision-making and navigating changes independently.

In short, after a short break for self-congratulation, avoid too much laurel-resting. The sky is the limit!

4) The performing stage

Imagine the curtains drawing back on a theatre stage. The actors, having practiced their lines and perfected their movements, are poised and ready. The orchestra, tuned and in harmony, anticipates the conductor's cue. The audience holds their breath. Then, the performance begins - flawless, enchanting, and seemingly effortless. Welcome to the 'Performing' stage of team development.

After navigating through the forming, storming, and norming stages, the team has now reached a point of high efficiency and productivity. Much like a well-rehearsed theatre performance, the team operates smoothly with a deep understanding of their roles and responsibilities. They're driven by a shared purpose, and each member is motivated and competent to carry out their tasks autonomously.

In this stage, team members have become interdependent, balancing their individual responsibilities with the team's goals seamlessly. Disagreements and conflicts still arise, as they do in any group of people, but they are now handled constructively and efficiently, with minimal disruption to the team's workflow. The team leader, akin to the theatre director, steps back from a direct role, shifting to a more supportive position, offering guidance and encouragement as needed.

Maintaining this level of performance, however, is not a static process. It requires continuous effort, adjustment, and learning. As a manager, here are some ways to sustain this stage:

Continued Encouragement: Regularly acknowledge and celebrate the team's accomplishments. This reinforces the positive behaviors that have brought the team to this stage.

Promote Growth and Development: Encourage team members to continue developing their skills and knowledge. This could be through professional development opportunities or by assigning challenging tasks that stretch their abilities.

Maintain Open Communication: Keep the lines of communication open. Regular check-ins, feedback sessions, and open discussions can help identify potential issues before they become significant problems.

Adapt and Evolve: Be prepared to adapt and evolve. Changes in team composition, company goals, or external factors may require the team to adapt and potentially cycle through earlier stages again.

As the curtain falls on the 'Performing' stage, it's crucial to prepare the team for potential changes or project endings. Just as actors bid their co-stars farewell at the end of a successful show run, teams often must disband or move on to new projects. This transition, known as the 'Adjourning' stage, comes with its own set of emotions and challenges, which we will discuss next.

So, take a bow, soak up the applause, and - get ready for tomorrow's performance. Unless...

5) The adjourning or mourning stage

Sometimes, a team's work is complete, and the group disbands.

In this final phase, sometimes called 'mourning' or 'adjourning', it's time to celebrate and reflect.

After the 'Performing' stage, when the team has accomplished its goals and the project comes to an end, the 'Adjourning' stage begins. This stage is sometimes also called the 'Mourning' stage, reflecting the mixed emotions that team members often feel. On one hand, there's a sense of pride and satisfaction in the work accomplished. The project, like a successfully completed course of study, has been a rewarding experience.

On the other hand, there's a sense of sadness and loss. Team members, who've spent considerable time together, now prepare to part ways. The team, much like a group of graduating students, disbands, with each member moving on to new projects or roles.

For managers, the 'Adjourning' stage requires sensitivity and understanding. Here are some tips to handle this stage with grace:

1. Celebrate the achievements: Organize a team celebration to mark the end of the project. This could be a simple lunch or a more formal event. The goal is to acknowledge and celebrate the team's hard work and success.

2. Provide support: Understand that some team members might find this stage challenging. Offer support and make yourself available to discuss their feelings and concerns.

3. Encourage reflection: Encourage team members to reflect on their experiences. What did they learn? What would they do differently next time? This can be a valuable learning experience for future projects.

For team members, it's important to remember that the 'Adjourning' stage, while sometimes sad, is a natural part of the team life cycle. It's an opportunity to celebrate achievements, reflect on learning, and prepare for new adventures.

So, as you hang up your graduation cap and look back at your journey, remember to appreciate the highs, learn from the lows, and look forward to the new beginnings that lie ahead. The 'Adjourning' stage is not just an end, but also a starting point for your next great adventure.

Some extra things to bear in mind

Picture team development as a trip with a route map in hand: you're supposed to go from point A to point B, then to C, and so on until you reach your final destination.

Sounds simple, right? However, in reality, roadblocks, detours, and wrong turns often mean the journey is not so straightforward. Here are a few complexities to consider as you guide your team:

The team development stages are not always linear

One of the most common misconceptions about Tuckman's model is that teams will always move linearly from one stage to the next, like stepping stones across a river. However, in reality, teams often move back and forth between stages. For example, a team might regress from 'Norming' back to 'Storming' if there's a major disagreement or a change in team composition.

Teams don't always start at the Forming stage

While 'Forming' is typically the first stage for a new team, teams that have been reshuffled or have new members joining might skip directly to 'Storming' or 'Norming' depending on the dynamics and the situation.

Teams don't stay in the 'Performing' stage automatically

Reaching the 'Performing' stage is a significant achievement, but it doesn't mean the team will stay in that stage indefinitely. Changes in team members, project goals, or external circumstances can cause a team to move back to an earlier stage.

So how can you recognize when a team has regressed and what can you do about it? Here are some tips:

1. Stay observant: Regularly check in with your team and be observant of team dynamics. Are conflicts increasing? Is productivity dropping? These could be signs that your team has moved back to an earlier stage.

2. Open discussion: If you suspect your team has regressed, bring it up for discussion in a team meeting. Remember, it's a normal part of the team development process and not something to be ashamed of.

3. Revisit earlier strategies: If your team has moved back to 'Storming' or 'Forming', revisit the strategies and actions that helped you navigate these stages previously.

4. Seek external help: If the team is struggling to progress through a particular stage, consider seeking help from a coach or a professional trained in team dynamics.

In summary, while Tuckman's model provides a useful roadmap for understanding team development, it's important to remember that each team's journey is unique. It's less like a linear trek and more like a winding expedition, full of unexpected discoveries and challenges, with each stage offering its own lessons and growth opportunities.

Example: a mission to Mars for a brand new team

The year: 2065. Destination: the Red planet.

Together for the first time: a team of astronauts, handpicked for a history-making mission to Mars. Seven of the best from around the globe, led by Commander Sullivan, a calm, no-nonsense individual with a team to build.
Forming
The group first convened in a modern training facility in Houston. Everybody was respectful, almost too polite, sizing each other up, trying to understand their place within the team. There was an air of excitement, but also uncertainty, as they were essentially strangers about to embark on an incredible journey.

Commander Sullivan knew the importance of starting off right. He encouraged everyone to share their personal stories, their strengths, and even their fears. He made sure to create an open and accepting environment where all thoughts and ideas were welcomed, all with the aim of fostering trust and mutual understanding. It was clear from day one that Commander Sullivan valued every member's contribution, setting the tone for a cooperative atmosphere.
Storming
As the months of training rolled by, the team members started to open up more, and with this increased familiarity came disagreements. The engineer and the geologist clashed over technical protocols, the medical officer questioned the commander's decision-making. It was a challenging time. Personal and professional boundaries were pushed, tensions rose, and morale occasionally dipped.

But Commander Sullivan did not shy away from this. He understood that storming was a natural part of team development. Rather than suppressing conflict, he facilitated constructive dialogue. He encouraged each team member to voice their concerns and patiently mediated discussions, reminding everyone of their shared goal: to successfully land on Mars. He helped them to see that their disagreements weren't personal, but a reflection of their deep commitment to the mission's success.
Norming
Eventually, the team started to settle into a rhythm. They learned to communicate effectively, to compromise, to appreciate each other's different perspectives. They began to develop common standards for solving problems and making decisions. It was during this norming stage that they truly started to operate as a unit.

Commander Sullivan played a crucial role in this process. He established clear roles and responsibilities, ensuring that every team member felt valued and important. He emphasized the importance of regular team meetings where they could assess their progress and address any issues. Most importantly, he fostered a sense of shared responsibility and ownership for the mission, creating a strong team spirit.
Performing... in space!
Finally, the day of the mission arrived. The astronauts, now not just colleagues but companions, were in the spacecraft, ready for the journey of a lifetime. They had become a high-performing team, able to anticipate each other's moves, work smoothly together, and solve problems quickly and efficiently.

Throughout the mission, Commander Sullivan continued to facilitate open communication and provide feedback. He trusted his team and delegated tasks effectively, focusing on overseeing the big picture. When unexpected issues arose, such as a malfunctioning life support system or an unforeseen Martian storm, the team handled them with impressive efficiency and calmness, always supporting each other and working as a united front.

Through the stages of forming, storming, norming, and finally performing, Commander Sullivan and his team showed that successful teamwork doesn't just happen overnight. It's a journey, a process of learning to work together, understanding each other's strengths and weaknesses, and learning to resolve conflicts constructively. And it's this journey, as much as the mission to Mars itself, that defined them as a team.

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Forming Storming Norming Performing | Tuckman's stages of group development explained [with diagram] - BiteSize Learning

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Understand Bruce Tuckman's phrases of team development and learn how managers & leaders can move groups from 'forming' to 'performing!'

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Team effectiveness is enhanced by a team's commitment to reflection and on-going evaluation. In addition to evaluating accomplishments in terms of meeting specific goals, for teams to be high-performing it is essential for them to understand their development as a team.

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Team effectiveness is enhanced by a team's commitment to reflection and on-going evaluation. In addition to evaluating accomplishments in terms of meeting specific goals, for teams to be high-performing it is essential for them to understand their development as a team. Most of us are familiar with the concept of "the terrible twos" in early childhood; understanding that developmental stage makes it easier to accept the constant stream of "No No No No No" that we might hear from a two-year old.

Teams go through stages of development. The most commonly used framework for a team's stages of development was developed in the mid-1960s by Bruce W. Tuckman. Although many authors have written variations and enhancements to Tuckman's work, his descriptions of Forming, Storming, Norming and Performing provide a useful framework for looking at your own team.

Each stage of team development has its own recognizable feelings and behaviors; understanding why things are happening in certain ways on your team can be an important part of the self-evaluation process.

The four stages are a helpful framework for recognizing a team's behavioral patterns; they are most useful as a basis for team conversation, rather than boxing the team into a "diagnosis." And just as human development is not always linear (think of the five-year old child who reverts to thumb-sucking when a new sibling is born), team development is not always a linear process. Having a way to identify and understand causes for changes in the team behaviors can help the team maximize its process and its productivity.

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Team effectiveness is enhanced by a team's commitment to reflection and on-going evaluation. In addition to evaluating accomplishments in terms of meeting specific goals, for teams to be high-performing it is essential for them to understand their development as a team.

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Bruce Tuckman conducted research on teams and identified 5 stages of team development that a group needs to progress through. A manager who understands these stages, and the needs of people at each stage, can help the team progress through to the performing stage, and become a high-performing team.

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Tuckman's 5 Stages of Team Development (Forming, Storming, Norming, Performing, Re-forming)

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By understanding these stages as a team leader – and educating other team members on the fundamental principles – you can help guide your group to a harmonious, productive state.

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Action Steps for Moving Teams through Stages of Development

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"The Spheres of Control: Distinguish What You Can and Can’t Control to Focus on What Matters Most" By Michelle Porter

The framework supports reflection on what is within your control to support managing your time and energy.

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The Spheres of Control: Distinguish What You Can and Can’t Control to Focus on What Matters Most — MICHELLE PORTER FIT

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At its core, the sphere of control framework encourages us to distinguish between what we can control, what we can influence, and what lies entirely beyond our influence.

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In Stephen Covey’s seminal book, 7 Habits of Highly Effective People, he describes concentric circles of control, influence, and concern. I regularly use this model as a teaching tool at the beginning of my workshops to remind people that while it is easy to point fingers at issues and lament the problem’s systemic nature, we will never make progress if we remain mired in a position of hopelessness and inaction. Teaching a different perspective empowers participants and shifts them from awareness to action.

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"This framework is about taking responsibility for our feelings, our choices, and our lives. It helps us move away from blame and into our own power. The bottom line is this: we have a finite amount of energy. The things that we can’t change drain us, but we do have control over how we respond to them."

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The Spheres of Control posits that the things we’re worried about or that we complain about fall into three domains.

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Reflect on the Sphere of Control framework and how it connects to your identified problem of practice.

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Diagnosing an issue can be difficult in the midst of working on your leadership challenge. When you move back and forth from the dance floor to the balcony, you can continually assess the situation in order to better position yourself to make progress.

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Moving Between the Balcony and the Dance Floor

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In this excerpt, we are going to discuss two very simple ideas. First, if American schooling is to be transformed, its participation in the reproduction of long-term unequal social arrangements must be eliminated. Second, the current dominant discourse in schools (how people talk about, think about and plan the work of schools and the questions that get asked regarding reform or change) is a cultural discourse based on domination.

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Excerpts from Changing the Discourse in Schools1b copy (1)

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Changing the Discourse

Creating Cultures for Action and Accountability

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Try it on! What might Discourse I and II sound like in your context?

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Our beliefs influence our actions, which can either reproduce OR transform results and outcomes.

Changing the Discourse has us think about...

● What are our fundamental beliefs?

● How do we define problems, successes, and failures?

Why re-examine Discourse?

TO... shift the context, relationships and language within which we try to solve problems.

TO... calibrate what we mean by “equity” and “closing the achievement gap”.

TO... change our ideas about what constitutes action.

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Teams go through stages of development. The most commonly used framework for a team's stages of development was developed in the mid-1960s by Bruce W. Tuckman - his descriptions of Forming, Storming, Norming and Performing provide a useful framework for looking at your own team.

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Actionable Process:
Planning is the ongoing, dynamic process of gathering information, exploring options, and making decisions to create a plan.

Focus:
It involves identifying the purpose of the meeting, setting goals, identifying stakeholders, and determining the best approach.

Flexible:
The planning process is more flexible and adaptable to changing circumstances and new information.

Iterative:
Planning often involves multiple iterations, with adjustments made as new information becomes available.

Example:
A team brainstorming the best way to address a specific issue at a school, considering different approaches and gathering input from stakeholders.