05 Sep Navigating the Team Terrain: Mapping the Journey to Success

In the work that we do with teams, I’ve seen how the journey from a group of individuals to a cohesive, high-performing team is rarely straightforward and without any hurdles. It’s never just about doing the work, it’s about how people connect, communicate, and how they deal with the challenges of working together. In the previous blogs I have written about Patrick Lencioni’s five dysfunctions of a team, highlighting the barriers that hold teams back. Alongside understanding those dysfunctions, I believe it is equally important to recognise the natural stages every team goes through, as described by Bruce Tuckman’s model (1965): Forming, Storming, Norming, Performing, (and sometimes Adjourning).

Teams don’t just become high-performing teams overnight, they grow into it, and each stage of development plays a crucial role. Whether it’s the excitement of Forming, the inevitable conflicts of Storming, the cohesion of Norming, or the peak of Performing. It is important for teams to embrace each stage, rather than trying to rush ahead. Skipping stages or ignoring the challenges of a particular stage can leave a team with unresolved issues that surface later, much like team dysfunctions. So, if you are wondering what these stages look like, how to recognise where your team might be, and why it’s so important to honour the full journey of team development, stick with me! 

Forming: Building the foundation the foundation

In the Forming stage, teams are just beginning to come together. You’ll see polite interactions and many questions about roles and responsibilities. For example, a project team at a marketing company tasked with launching a new product. At this point, the team is excited but unsure; members are figuring out how to work together, who takes the lead on what, and where they fit in. While there may be little misunderstandings, the work often lacks depth and efficiency as everyone navigates the new setup.

Expect safe conversations and reliance on the leader for decisions. This is the time to lay the groundwork, set clear goals, define roles, and encourage building connections. Skipping over Forming can lead to miscommunication and misaligned expectations later. It’s also an opportunity to address Lencioni’s first dysfunction, the Absence of Trust—without trust, the team will struggle to progress.

Storming: Overcoming the fear of conflict 

Storming is where the honeymoon phase ends, and the real work begins. Team members start expressing their opinions, which can lead to conflicts as they test boundaries. With our marketing team, they might clash over creative differences or disagree on the best strategy for the product launch. Meetings might feel tense, with members pushing their ideas and sometimes talking over each other.

This stage can be uncomfortable, filled with misunderstandings and debates. Leaders should not avoid conflict; instead, they can facilitate open dialogue, helping the team establish norms for communication and conflict resolution.

Skipping Storming means sweeping pertinent issue under the carpet, which could later creep up on the team ultimately causing a draw back. This stage is also linked to Lencioni’s Fear of Conflict, teams that don’t effectively navigate this phase often avoid necessary conversations, stifling growth and creativity.

Norming: Establishing team rhythm

Norming feels like a breath of fresh air after the intensity of Storming. The team starts to gel, communication improves, and roles become clearer. For our marketing team, this might look like members aligning on the launch plan, setting clear deadlines, and establishing a workflow that suits everyone. Collaboration increases, and the team works more seamlessly toward their goals.

If your team is meeting deadlines and collaborating effectively, you’re in the Norming stage. This is the time to solidify the team’s culture and refine how you work together. Leaders should celebrate successes and encourage continuous feedback. Norming helps establish the team’s identity and strengthens commitment, addressing Lencioni’s Lack of Commitment dysfunction by ensuring everyone feels aligned with the team’s goals.

Performing: Achieving high performance

Performing is where the team truly shines. Members operate with confidence, making decisions quickly and tackling complex tasks creatively. For the marketing team, this might mean executing the product launch successfully, overcoming last-minute challenges, and innovating on the fly. Collaboration feels seamless, and the focus is on achieving the best outcomes.

Your team is in Performing if they handle challenges with ease, communicate openly, and trust one another. Leaders can continue to empower the team, setting new challenges and encouraging ongoing growth. Performing is dynamic; it requires continued effort to maintain. It’s essential to address Lencioni’s Avoidance of Accountability and Inattention to Results to ensure the team stays focused on shared outcomes and holds each other accountable.

Adjourning: Time to reflect and celebrate 

In 1977, Bruce Tuckman, with the help of his colleague Mary Ann Jensen, introduced a fifth stage to this team development model, called the Adjourning stage. This stage marks the end of the team’s journey together, whether due to project completion (which is the case for our marketing team), team changes, or role shifts.  This is a stage that is often ignored and yet an important one. This stage can be emotional as team members reflect on their accomplishments and prepare to move on. At this point it is important to take time to reflect on what went well and acknowledge each member’s contributions. Adjourning helps the team process their experiences and feel valued, setting the tone for future success. Skipping this stage can leave team members feeling disconnected from their work’s impact.

Embracing each stage of Tuckman’s Team Development Cycle is crucial for unlocking a team’s full potential. Skipping stages can lead to unresolved issues and missed growth opportunities. Teams aren’t static, people come and go, roles evolve, and new challenges arise, often causing teams to cycle back through earlier stages. It’s also important to remember that this is not always a linear progression, teams can get stuck, particularly in the “Storming-Norming” trap, where they bounce between conflict and cohesion without fully stabilising to finally get to performing. Recognising this fluidity allows leaders to guide their teams with empathy and foresight, intervening when needed to help the team move forward.

Recognising this fluidity allows leaders to guide their teams with empathy and foresight. By honoring each stage, teams become more resilient, adaptable, and cohesive, ready to tackle whatever comes next. It’s not about rushing to Performing but about appreciating the journey, knowing that each stage builds the foundation for sustainable success. This thoughtful approach helps teams navigate the complexities of collaboration and ensures every phase is leveraged for the team’s benefit.

Developing teams is a crucial leadership skill which we address in leadership development programmes and this simple, yet powerful model is always a sure-fire way to get team leaders to understand what is happening in their teams and explore effective ways to move their teams forward. Plus, who can forget the catchy names of the stages? It perfectly captures the complexities of team dynamics, ensuring that nothing catching you off guard, you can almost anticipate your team progression with foresight.  

References

Tuckman, B. W., & Jensen, M. A. (1977). Stages of Small-Group Development Revisited. Group & Organization Studies.

Lencioni, P. (2002). The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass.