1. Allan Mackintosh Performance Coach Riding the Storm

2. The Tuckman Model of Team Development

FORMING

STORMING

NORMING

PERFORMING

IN 1975 ADJOURNING WAS ADDED

3. F O R M I N G 4. Whats Happening?

Feeling anxious but also excited.

Very polite. Using tentative statements.

Feeling moderately eager, with high expectations.

Potentially waiting for the leader to tell them what to do.

Indecisive and often self-conscious.

Testing the situation and central figures.

Cliques can start to form

5. What Can the Manager and Teamdo to move the team on?

Get acquainted with other members, build rapport.

Contract How best are we going to work together?

Be open about your style as a manager & team member strengths / weaknesses.

Manage peoples expectations.- Help them understand what is happening & why it is happening.

Ensure a common understanding of the group mission/purpose and discuss and agree values and behaviours.

Role Clarity & Objectives work on this but dont expect full understanding!

Define boundaries and degrees of autonomy.

6. S T O R M I N G 7. Whats Happening?

Goals and processes become unclear.

Cliques form.

Confusion can reign around roles.

Resistance to change and advice.

People become more outspoken.

Team members compete for power and/or attention.

Question how/why things are done.

React negatively toward leaders and other members.

8. What Can the Manager and Team do to move the team on?

Ensure regular team meets and 1:1s

Revisit everyones understanding of the goals and roles

Keep communication high, crystal clear and relevant

Overcome resistance to quality improvement ideas and strategies that are new.

Encourage and manage disagreement and conflict so that issues are identified and explored. Manage the sub-groups and power struggles.

Regular Reviews of Progress How are things going? How are people feeling?

Review the Contract.

9. N O R M I N G 10. Whats Happening?

People are more open and are giving more feedback.

Relationships improved.

Becoming more involved with the team.

Supportive of one another.

Less reliant upon the leader.

Increasing their ability to productively solve problems.

Clarifying team purposes and member roles.

11. What Can the Manager and Team do to move the team on?

Ensure Clarity and agreement of core processes.

Give the opportunity to express feelings and opinions in addition to ideas and information.

Whats working well? What can we do better?

Keep information flow high.

Foster creativity, innovation, and new ways of thinking about issues.

Vigorously test ideas and their implications in an objective manner.

Revisit the teams mission& Re-create a team identity.

Regular update meetings Where are we in relation to the plan?

12. P E R F O R M I N G 13. Whats Happening?

Showing high confidence in accomplishing tasks.

Relaxed but with a sense of urgency

Sharing leadership.

Highly motivated.

Depending on each other more.

Performing at high levels.

Establishing their own structure.

Clearly understanding their roles and responsibilities.

Celebrating Success

14. What Can the Manager and Team do to move the team on to even higher performance?

Permit members to fully share the leadership function.

Allow the team to function without the manager. e.g. Why has the manager to attend & lead all meetings?

Compliment the team on progress and success as well as unity.

Recognise individual and team contributions.

If necessary, use caution against arrogance and insular attitudes.

Provide tools and methods for tackling complex problems. CPD

Manager should play the Coach.

15. SUMMARY

Forming Ensure mission, goals, roles and processes are understood and values / behaviours agreed. Be directive but listen for concerns.

Storming Be decisive on anyinappropriate behaviours and support the continued understanding of roles, goals etc. Lessen the direction, become more facilitative

Norming Lessen the amount of time with individuals and team but take a more coaching approach. Make sure to praise and reward.

Performing Delegate authority and leadership. Keep up the reward and recognition. Guard against arrogance

16. High Performance Teams

10 Characteristics

Clear compelling vision, mission, goals.

Agreed Values and Behaviours-Standards ofExcellence

Skilled and Competent members.

Clear understanding of roles and objectives.

Climate of collaboration and support.

Self-Regulating.

Clear communication & regular reviews of Progress.

Results driven structure.

Strong Leadership.

External and internal support & recognition.

17. High Performing Individuals

Self-awareness.- Strengths / Development Areas

Written Specific Goals Timed & Reviewed regularly

Powerful Networks Outside their own industry. Coach / Mentor

Strong Idealism Really Wanting to make a difference

Intensely Pragmatic Solution focused and future orientated practical and learn from the past.

Extraordinary Curiosity Constant learning.

Personal Discipline Dont waste time, exaggerate, generalise and dont lie to themselves.

Integrity and Honesty.

Risk Takers & Challenge the status-quo- Breaking new ground / Challenging the rules

They enjoy themselves!