People working together toward a common goal usually can get things done much faster and more effectively than individuals working alone. Because of this, and because of the constant change happening in the way organizations work, the way they are managed, and in technology overall, teams are becoming a major strategy for companies around the world that want to do business in a more efficient way. Personally, I enjoy participating in teams because I love helping people and I love learning from them. I guess you could say being on a team is in my sweet spot.
Now I have a couple of questions for you: How many work-related teams (project teams, virtual teams, management teams, etc.) are you on right now? And how much of your work week would you say is spent doing team-related work? If you’re like most people, it’s likely you are on five or six different teams and you spend about half your working hours in a team setting. And if you’re in a leadership role, the higher your level, the more time you spend in teams.
If you’ve ever worked on a high performance team that had a skilled leader, you know it can be a powerful approach for goal accomplishment or problem solving. But what if you’re on a team that you know is not a high performance team? You’re not alone there, either. If members of a team don’t have a shared purpose, if they are unclear about their roles or the team’s goals, or if they aren’t accountable to each other, it’s hard to get anything done. What’s more, if the leader isn’t proficient in the skills required to successfully lead a high performance team, the team is more likely to fail than to succeed.
So if you’re a team leader, how do you give your team the best chance of success? It’s about knowing and understanding the characteristics and development stages that make up a high performance team.
The 4 Stages of Team Development
When a team is first put together, the first stage members go through is Orientation. They have high expectations but are not yet informed as to the goals of the team or the roles each person will take on. The team leader must provide structure while building relationships and trust.
The second stage of team development is Dissatisfaction. After the excitement of joining a new team with intriguing possibilities, members may find themselves discouraged and frustrated with the process and with each other. The team leader’s responsibility is to clarify the purpose and goals while recognizing small victories and positive behaviors.
In stage three, Integration, things are getting better. Team members work together more effectively and trust among members increases as they learn to support each other and collaborate. The leader may begin sharing leadership responsibilities but must continue encouraging people to talk openly, catch each other doing things right, and work on their decision making and problem solving skills.
The biggest challenge of the fourth stage, Production, is for team members to sustain their high performance. Morale and trust among members is high, as is the quality and amount of work the team is producing. At this stage the team provides its own direction and support and the leader is there to validate members’ achievements. Everyone participates in leadership responsibilities.
Leading a high performance team is a big job, but it doesn’t have to be overwhelming. For more help on keeping your team on track toward success—and finding your sweet spot as a team leader—check out this blog post by my colleague David Witt. It features great tips from Lael Good, our company’s director of consulting services and coauthor of our new Team Leadership program.