In Partnership with:

LEADING TALENT
AND DEVELOPING TEAMS
Session 2
Teams Life Cycle
TEAMS LIFE CYCLE

2
 LEARNING OBJECTIVES

1. WHAT IS TEAM LIFE CYCLE

2. UNDERSTAND EACH PHASE OF THE TEAM LIFE CYCLE AND

APPLY LEADERSHIP STYLES AND ORIENTATION WITH TEAM
ACTIVITY AND REFLECTION

3. ENGAGING AND MOTIVATING YOUR TEAM

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Life cycle
STAGES OF GROUP DEVELOPMENT

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

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 TUCKMAN'S PHASES OF TEAM DEVELOPMENT
Performance

Phase

Forming Storming Norming Performing Adjourning

Characteristics

o Questioning o Resistance o Demonstrations of

o Reconciliation
o Socializing o Lack of participation interdependence
o Relief, lowered anxiety o Shift to process orientation
o Display eagerness o Conflict o Healthy system
o Members are engaged o Sadness
o Focusing on group o Competition o Ability to effectively produce as
o & supportive
identify & purpose High emotions a team
Strategies

o Recognizing individual &

o Taking the ‘lead’ o Celebrating o Recognizing charge
o Normalizing matters group efforts
o Providing clear expectations & o ‘guide from the side’ (minimal o Providing an opportunity for
o Encouraging leadership o Providing learning opportunities
consistent instructions intervention) summative team evaluations
& feedback

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01
FORMIN
• 1st step ofG
the Team Life Cycle
• In the forming stage, team members
are still trying to understand the sense
of identity and unwritten rules and
norms
• With first impressions, there is anxiety
and subtle behavioral opinions of one
another where conflict is generally
avoided

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02
STORMIN
G
• From Forming to Storming

• Also called the power struggle phase,

conflict and competition are common
as this is when ‘the rubber hits the
road’ and things get more revealing

• Confidence increase and boundaries

are being tested at this stage

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03
NORMIN
• Increased G
sense of identity, boundaries
and understanding of unwritten rules
and norms bring stability and
momentum for the team members to
focus on the goal

• With time, strengths and opportunities

can also be leveraged and strengthened

• Leadership is often shared with a much

more focus on ‘Leader as Enabler’ form
of leadership

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04
PERFORMIN
G
• Also known as the Synergy stage

• Team members achieve high

performance and productivity,
communication channels are open and
effective

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05
ADJOURNIN
G
• Wrap up and closure stage for some teams

• This is also the stage where some teams are

waiting for further revealing of what’s next.
For some, teams go back to forming for the
next goal

• For others, this means closure

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 WHAT IS YOUR
ROLE AS A LEADER
WITH THE
TEAM LIFE CYCLE?

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DISC PROFILES

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GRIP Model of Teamwork Dynamics

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15
Lencioni Model: Five Dysfunctions of a Team

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Group Activity
 TUCKMAN'S PHASES OF TEAM DEVELOPMENT
Performance

Phase

Forming Storming Norming Performing Adjourning

Characteristics

o Questioning o Resistance o Demonstrations of

o Reconciliation
o Socializing o Lack of participation interdependence
o Relief, lowered anxiety o Shift to process orientation
o Display eagerness o Conflict o Healthy system
o Members are engaged o Sadness
o Focusing on group o Competition o Ability to effectively produce as
o & supportive
identify & purpose High emotions a team
Strategies

o Recognizing individual &

o Taking the ‘lead’ o Celebrating o Recognizing charge
o Normalizing matters group efforts
o Providing clear expectations & o ‘guide from the side’ (minimal o Providing an opportunity for
o Encouraging leadership o Providing learning opportunities
consistent instructions intervention) summative team evaluations
& feedback

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 LEADERSHIP STYLES

Commanding Visionary Affiliative Democratic Pace Setting Coaching

Creates harmony and

The leader's Modus Demands immediate People are mobilized Forges consensus Sets high standards Develops people for
builds emotional
Operandi compliance toward a vision through participation for performance the future
bonds

The Style in a phrase "Do What I tell you" “Come with me” "People come first" "What do you think?" "Do as I do, now" "Try this"

Underlying
Self- confidence, Empathy, building Collaboration, team Conscientiousness, Developing others,
emotional Drive to achieve,
empathy, change relationships, leadership, drive to achieve, empathy, self-
intelligence initiative, self-control
catalyst communication communication initiative awareness
competencies

When motivation is To get quick results To help an employee

With kick start When clear direction
When the style required during To get input from from a highly improve performance
turnaround or or new vision for
works best stressful valuable employees motivated and or develop long term
employees problem changes is needed
circumstances competent team strengths

Overall impact on
Negative Most strongly positive Positive Positive Negative Positive
climate

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TASK VS PEOPLE: LEADERSHIP ORIENTATION

TASK
PEOPLE

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Strategic Planning Showing Vision Mission
Goals Strategies & Tactics
Purpose |
WHY YOU EXIST & HOW OTHERS ARE
Impact
IMPACTED BY YOUR EXISTENCE

WHERE you want to get to in line with

Vision
purpose

Mission HOW will you get to your Purpose

Values HOW you BEHAVE as a brand and what

behaviors and attitudes do you display

Goals 1-5 year plans / goals that supports your

Purpose, Vision and Mission

Strategies An ever adapting plan on how to get

there

Action Plan Specific accountability and timelines

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 TUCKMAN'S PHASES OF TEAM DEVELOPMENT
Performance

Phase

Forming Storming Norming Performing Adjourning

Characteristics

o Questioning o Resistance o Demonstrations of

o Socializing o Lack of participation Purpose, Vision,
o Reconciliation
o Relief, Mission, Valuesinterdependence
lowered anxiety o Shift to process orientation
o Display eagerness o Conflict o Healthy system
o Members are engaged o Sadness
o Focusing on group o Competition o Ability to effectively produce as
Purpose, Vision,
identify & purpose Goals o Purpose,
High emotions Values
& supportive
Goals, Strategies, aAction
team Plan Purpose, Values
Strategies

o Recognizing individual &

o Taking the ‘lead’ o Celebrating o Recognizing charge
o Normalizing matters group efforts
o Providing clear expectations & o ‘guide from the side’ (minimal o Providing an opportunity for
o Encouraging leadership o Providing learning opportunities
consistent instructions intervention) summative team evaluations
& feedback

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BUILDING HIGH PERFORMING TEAMS

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 HIGH SUPPORT

HIGH CHALLENGE

© Elf Coaching | www.elfcoaching.com

 // HIGH SUPPORT |HIGH CHALLENGE

HIGH SUPPORT
UNDER-ACHIEVEMENT EMPOWERMENT

LOW HIGH
CHALLENGE CHALLENGE
INDIFFERENCE ANXIETY

LOW SUPPORT

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 // HIGH SUPPORT |HIGH CHALLENGE
HIGH SUPPORT
UNDER-ACHIEVEMENT EMPOWERMENT
• Low Expectations • High Expectations
• Low Achievement • High Achievement
• Low Standards • High Standards
• Complacency • Co-operation
• Cosy Morale • Risk Taking
• Lack of Knowledge of new initiatives • Tolerance of mistakes
• Low Proactiveness • Trying new ways
• Frustration • High Morale
LOW HIGH
CHALLENGE CHALLENGE
INDIFFERENCE ANXIETY
• Very Low Expectations • High Expectations
• Very Low Achievement • Uneven Achievement
• Very Low Standards • Variable Standards
• Alienation • Competition
• Isolation • Aversion to risks
• Avoidance of new initiatives • Blame culture
• Low Morale • Fear of Failure
• Low Morale
LOW SUPPORT
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MOTIVATING ENGAGED TEAMS

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DANIEL PINK: AUTONOMY, MASTERY & PURPOSE

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TEAM ACTIVITY
3 ESSENTIALS OF MOTIVATION

AUTONOMY MASTERY PURPOSE

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RESILIENCE IN TEAMS

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STAMINA | RESILIENCE | RECOVERY

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ADAL

YOUR TEAM LIFE CYCLE INFORMS HOW YOU

MOTIVATE YOUR TEAM TOWARDS
PERFORMANCE, ENGAGEMENT AND
RESILIENCE

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The Academy for Developing Administrative Leaders

Thank You