The Power of Team Dynamics
I've had the privilege of working with a diverse array of organisations, supporting and at times, navigating them through the intricate landscape of ‘team dynamics’ to drive meaningful operational change in order to meet their strategic objectives.
In this blog post, I share insights on:
· Building high-performing teams
· Moving teams through Tuckman's stages of development
· Encouraging collaboration through optimised meetings and norms, and
· Effectively managing multigenerational workforces
Building high-performing teams
Constructing a high-performing team requires a robust foundation built on trust, transparent communication, and a shared sense of purpose.
Google's seminal study, "What makes a Google team effective?", underscores the significance of psychological safety in team effectiveness, where members feel empowered to take calculated risks and express themselves openly (Rozovsky, 2015).
Leaders can develop this environment by promoting open dialogue, celebrating successes, and embracing failures as learning opportunities.
Google's research also highlights that team composition is less critical than the quality of interactions, work structure, and perceived contributions among team members. This insight underscores the importance of focusing on team dynamics rather than solely on individual talent.
A further critical aspect of building high-performing teams is establishing clear, challenging goals and expectations. Locke and Latham's (2002) research demonstrates that specific, challenging goals consistently outperform vague or easy targets. To maximise the likelihood of success, leaders should implement five key goal-setting principles: Clarity, Challenge, Commitment, Feedback, and Task Complexity.
Navigating teams through Tuckman's stages of development
Tuckman's model of team development (Tuckman, 1965) offers a valuable framework for understanding the evolution of teams over time. The stages - forming, storming, norming, and performing - illuminate the unique challenges and opportunities teams encounter as they grow and mature. In 1977, Tuckman and Jensen updated the model to include a fifth stage, adjourning, which addresses the completion of a project or the dissolution of a team (Tuckman & Jensen, 1977).
During the forming stage, team members are often excited about the new venture but may be unclear about their roles and the team's goals. Leaders should prioritise creating a safe and inclusive environment, setting clear expectations, and facilitating team member introductions and relationship-building. It's crucial to provide a clear vision and establish ground rules for communication and collaboration.
As teams transition into the storming stage, conflicts may surface as individuals assert their opinions and ideas. This stage is characterised by increased tension, disagreements, and competition for roles and status within the team. Leaders must skillfully facilitate healthy conflict resolution and ensure that all team members feel heard and respected. The work of leadership expert Patrick Lencioni, referenced in my previous blog, provides valuable insights for navigating this storming stage. By focusing on key areas such as trust, healthy conflict, commitment, accountability, and results, teams can develop the skills to self-correct issues sustainably (Lencioni, 2002).
In the norming stage, teams begin to establish a shared understanding of roles, responsibilities, and collaborative practices. Conflicts are resolved, and team members develop a stronger sense of unity and cohesion. Leaders need to encourage the development of team norms and provide support as needed. This stage presents an opportunity to develop a culture of continuous improvement, where team members feel empowered to share ideas and suggest process enhancements.
During the performing stage, teams can work collaboratively and efficiently towards their goals. High-performing teams exhibit strong interpersonal relationships, a deep commitment to the team's success, and the ability to adapt to changing circumstances. Leaders should continue to provide guidance and resources while empowering team members to take ownership of their work. Encouraging innovation, celebrating successes, and promoting ongoing learning and development are key strategies for maintaining high performance.
Finally, in the adjourning stage, teams complete their project or disband. This stage involves celebrating achievements, acknowledging individual and team growth, and providing closure. Leaders should facilitate reflection on the team's journey, gather feedback, and help team members transition to new roles or projects.
By understanding and adapting to the unique challenges and opportunities presented at each stage of team development, leaders can effectively guide their teams towards high performance and success. Regularly assessing team dynamics and providing targeted support and interventions can help teams navigate the complexities of growth and change.
Improving collaboration through optimised meetings and norms
Effective collaboration is the lifeblood of high-performing teams, and meetings play a pivotal role in cultivating this collaboration. However, poorly run meetings can significantly drain productivity and morale. The Harvard Business Review article "Stop the Meeting Madness" highlights the overwhelming sentiment among executives who feel burdened by poorly timed and/or badly run meetings, spending an average of 23 hours per week in such unproductive gatherings.
To optimise meeting effectiveness, leaders should establish clear agendas, assign roles and responsibilities, and ensure that all team members have an opportunity to contribute meaningfully. Additionally, setting team norms around communication, decision-making, and conflict resolution can help teams collaborate more efficiently and effectively.
Managing multigenerational workforces
Today's workforce is more diverse than ever, with multiple generations working side by side. Each generation brings unique perspectives, values, and work styles, presenting both challenges and opportunities for teams.
To effectively manage multigenerational workforces, leaders must first understand the characteristics and preferences of each generation. A 2019 report by the Chartered Institute of Personnel and Development (CIPD) in the UK found that the most common age-related conflicts in the workplace arise from differences in communication styles, work ethics, and perceived lack of respect for authority (CIPD, 2019). The report also highlights the importance of creating an inclusive, age-diverse workplace culture that values the contributions of all employees, regardless of their generation.
For instance, Baby Boomers (born 1946-1964) tend to value loyalty, stability, and face-to-face communication, while Millennials (born 1981-1996) prioritise work-life balance, technological proficiency, and a sense of purpose in their work (Srivastava & Banerjee, 2016). Leaders should strive to create an inclusive environment that acknowledges and leverages these diverse strengths and preferences.
Leaders can harness the strengths of each generation to enhance team performance. For example, pairing experienced Baby Boomers with tech-savvy Millennials can lead to innovative solutions and knowledge sharing, creating a symbiotic relationship that benefits the entire team. Encouraging reverse mentoring, where younger employees share their expertise with older colleagues, can also develop a culture of continuous learning and mutual respect (CIPD, 2019).
Conclusion
Building and managing high-performing teams requires a nuanced understanding of team dynamics and an unwavering commitment to continuous improvement. By focusing on trust, clear goals, effective collaboration, and inclusive leadership, organisations can harness the power of their teams to drive operational change and achieve their strategic objectives.
I've witnessed the transformative impact that investing in team dynamics can have on an organisation's success. If you're a leader aspiring to elevate your team's performance, consider partnering with a team coach to help you navigate the complexities and opportunities of team development.
Questions to ponder
How might the insights from Google's research on team effectiveness and Tuckman's stages of team development apply to your own team? What steps can you take to create psychological safety and navigate the challenges of each stage?
Reflecting on the meetings within your organisation... Do they consistently contribute to effective collaboration and productivity, or are there opportunities for improvement? What specific changes could you implement to optimise meeting effectiveness and establish beneficial team norms?
Considering the multigenerational nature of today's workforce, how can you leverage the unique strengths and perspectives of each generation to enhance team performance? What strategies can you employ to create an inclusive environment that values the contributions of all team members?
If you'd like to explore these questions further or discuss how team coaching can help your organisation, I invite you to reach out for a conversation, by emailing me here.
References
Fry, R. (2018). Millennials are the largest generation in the U.S. labor force. Pew Research Center. https://www.pewresearch.org/fact-tank/2018/04/11/millennials-largest-generation-us-labor-force/
Locke, E. A., & Latham, G. P. (1990). A Theory of Goal Setting and Task Performance.
Rozovsky, J. (2015). The five keys to a successful Google team.
Tuckman, B. W. (1965). Developmental sequence in small groups.
Lencioni, Patrick. The Five Dysfunctions of a Team: John Wiley & Sons, 2002.
CIPD. (2019). Managing an age-diverse workforce: What employers need to know. Chartered Institute of Personnel and Development.
Srivastava, S., & Banerjee, P. (2016). Understanding Generation Y: The motivations, values and beliefs. Journal of Management Research, 16(3), 148-164.