Management Training – Page 13 – STL

A team won’t always begin fully formed, functional and able to work effectively as a unit.

Managers need to understand that there are phases to building a team and how to manage each phase.

Team

Team Effectiveness

There are several factors which influence a team’s effectiveness. Understanding the stages teams go through is a valuable insight for managers, especially for those new into the role. Our Introduction to Management course examines psychologist Bruce Tuckman’s theory on stages of team development. More importantly, it explains what a manager can do to enhance productivity, efficiency and ultimately profitability of their team – and how to get there faster.

Tuckman suggested teams go through five clearly defined stages, “Forming”, “Storming”, “Norming”, “Performing” and finally “Mourning/Adjourning”. Let’s look at these in more detail, how you can recognise each stage and what you can do during each one to assist your team.

Forming

In the beginning, when a new team forms, individuals may be unsure of the team’s purpose, how they fit in, and whether they’ll work well with one another. They may be anxious, curious, or excited to get going. However they feel, they’ll be looking to the team leader for direction. This may take some time, as people get to know their new colleagues and one another’s ways of working.

During this stage a manager may need to be more directive, should give clear roles, be positive and praise.

Team

Storming

People start to push against the boundaries. Conflict or friction can also arise between team members as their true characters and their preferred ways of working surface and clash with other people’s. At this stage team members may challenge your authority or management style, or even the team’s mission. Left unchecked, this can lead to face-to-face confrontations or simmering tensions.

During this stage a manager will need to be assertive and clear in their communication, they will need to actively manage any conflict and also look after themselves.

Norming

People start to resolve their differences, appreciate one another’s strengths, and respect your authority as a leader. Now that they know one another better, your team members will feel more comfortable asking for help and offering constructive feedback. They’ll share a stronger commitment to the team’s goals, and they should make good progress towards it.

At this stage a manager can take a step back, start to delegate more and provide any support.

Team

Performing

Consensus and cooperation have been well-established, and the team is mature, organised, and well-functioning. There is a clear and stable structure, and members are committed to the team’s mission. Problems and conflicts are dealt with constructively. The team is focused on problem solving and meeting team goals.

At this point managers can begin to let the team lead themselves and direct their own focus towards individuals and strategic thinking.

Team

Mourning/Adjourning

Many teams reach this stage naturally. For example, projects come to an end, or permanent teams are disbanded, and people redeployed. People who like routine, or who have developed close working relationships with colleagues, may find this time difficult.

A manager at this point must acknowledge this stage and also celebrate group and individual successes and contributions.

Summary

It is useful to know that teams may go back and forth in stages, if a new member joins the team they may return to the forming stage, if your business changes direction you may need to help the team return to the performing stage. However, knowledge is power, so an understanding of this theory is particularly beneficial for those leading any team.

Delegation is a necessary and vital tool for Managers if you want your team to be productive. But letting go and allowing your team members to take on tasks and projects can be scary.

Common Challenges

Do any of the following statements sound familiar to you?

- It takes too long to explain
- It’s easier to do it myself
- They’re not able to do it the way I want it done
- It is too risky

If yes, then know you are not alone. But also know that if you keep using these excuses, you won’t save time, develop others, or reduce your stress levels. More importantly productivity will fall and so will your reputation as a Manager.

Underlying many of these excuses is that the Manager doesn’t feel they have the skills to delegate effectively and fears failure. However, when you successfully delegate, you give and receive far more value than you may realise.

So why should I delegate?

There are many benefits to effective delegation, not least reduction of your own stress levels, but today I want to focus on the direct impact on productivity.

Too often Managers are reluctant to delegate responsibility for decision making as they feel it takes away their authority. However, this creates a decision making bottleneck that can be costly. When staff are empowered to complete a task and make decisions, there’s less waiting around for the manager to sign off. Things get done! And when things get done, the sense of achievement is increased, which improves motivation and job satisfaction.

Managers are also guilty of not delegating work of high return or value. By taking the time to coach staff and enabling them to take on these responsibilities gives them the opportunity to challenge themselves and loyalty and productivity improves as a result. Or at least it doesn’t decrease.

Finally, by empowering your team, the work will still be conducted in your absence without unnecessary delays.

What should I delegate?

Instead of thinking that you need to do everything, take a look at the tasks and work on your desk and place each into the appropriate box below.

I must do

This box is for work that only you have the authority to do, work with short deadlines and work that only you have the skills and knowledge to do.

I must do, others can help

Remember, helping is not delegating. This is an opportunity to coach someone in part of a task or project in preparation for them taking responsibility at a later date.

Others can do, I can help

this is work you will delegate full responsibility for to someone else. You will coach and help them, but they will be responsible from now on

Others can do – Delegation

this is work you are confident to delegate full responsibility for without the need to spend much time coaching.

This technique not only helps you to prioritise your own work, it also ensures that you are not always delegating work to the same people you feel you are able to rely on to do a good job immediately. It helps you to focus on where you need to provide coaching or assistance and informs your team development plan.

Final Thoughts

remember, delegation is not about dumping the work you don’t like onto others, it is about creating a more skilled and versatile team. Employees who feel respected, trusted, and valued are more productive and more efficient.