Leading people who are different from you!

Leading people who are different from you!

I started my professional career qualifying and working as a nurse.  I can’t remember that the differences between the people were an issue in that world.  It was later on, when I moved to work in a government department, that I had problems.  Or, rather, one particular problem!

I had a very junior member of the team who was very much older than me.  She found it difficult to accept my right to lead and manage her; she preferred working for men.  Eventually, and with a lot of work by both of us, we found a way of working together, but it was never easy.  Over the years, I learned a few lessons and got better at working with people who were very different, including of different ages.  Here, are some of the things I learned.

Recognize that people are different. People are different for all kinds of reasons; age, sex or ethnic background, being just the start.  But don’t assume that just because they are old/young, male/female, black/white etc that they will be different.  Get to know your people and find out exactly what it is they need from you to succeed.

Recognize and give credit for wisdom.  Different people bring different learning and experience.  But most will bring something – for example, school-leavers may well be able to tell you about new trends.  Find out what each person brings to the party and be grateful for it.

Stand your ground, but do it with respect for difference.  If you are the leader and accountable for results, do your job. People will be looking for you to lead and they can, quite rightfully, feel resentful if you leave them lost and without leadership.  But lead with respect for all.

Be ready to learn from them. Be honest when you don’t know how to do something.  If someone does have the answer, be humble enough to let them show you. It’s okay that you have some things to learn. We all do! You will be respected for your honesty.

Don’t avoid issues or fail to handle conflict. Don’t be tempted to make  excuses for not knowing something, pretend you have more experience than members of your team or duck issues that arise between team members.  Those who have the experience will see through that type behavior, you will lose their respect and unresolved conflicts fester.

Be honest with people. Most people in the world value honesty expressed with courtesy, regardless of their age, sex etc.  Treat them as you would like to be treated.

Practice patience.  People may be more or less culturally, technologically, or trend savvy.  That doesn’t mean they will not be valuable.  Take time to find out about them, then train where necessary. Different kinds of people may need different forms of communication or you may need to explain something in a different context.

Above all, enjoy the experience that working in a team with people from a mix of backgrounds brings.

Wendy Mason is a career coach.  She helps people reach their goals and aspirations, without sacrificing their home and personal life.  Before working as a coach, Wendy had a long career in both the public and private sectors in general management and consultancy as well as spells in HR.  She now divides her time between coaching and writing. You can contact Wendy at wendymason@wisewolfcoaching.com and find out more athttp://wisewolfcoaching.com

  • Leadership – A Problem of Definition!
  • Managing Time – Priorities and Setting Out Expectations For Others
  • Find Some More Time – Time Management Exercise
  • Job Search: What Are Your Weaknesses?
  • Leading Change – John Kotter speaks on how to assess the impacts on the people who will be affected

Engaging Individuals

Engaging Individuals

Leading and Managing Change – It Starts With One – Engaging Individuals

Engaging Individuals – all kinds of organisations, public and private , large and small, have been searching for decades for the holy grail of organisational change. They want to find the perfect way to motivate employees to change their old ways for what management (or consultants!) deem to be better, new ones.

This is a great video about engaging Individuals from the INSEAD (the Business School) channel on YouTube. It is about changing the hearts and minds of individuals as a necessary precursor to organisational change.  The real engagement of individuals is key to success in organisational change

Hal Gregersen is a Senior Affiliate Professor of Leadership at INSEAD where he pursues his vocation of executive teaching, coaching, consulting, and research by exploring how leaders in business, government, and society discover provocative new ideas, develop the human and organizational capacity to realize those ideas, and ultimately deliver positive, powerful results.

Stewart Black is the INSEAD Affiliate Professor of Organisational Behaviour

You can find out more about INSEAD at this link http://www.insead.edu/home/

Wendy Smith, Career, life and Business Coach
Wendy Smith, Principal Coach, WiseWolf Life and Career Coaching

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organisational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find all her books on Amazon at this link

         

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Leading and Managing Change – It Starts With One

INSEAD (Photo credit: Wikipedia)

Leading and Managing Change – It Starts With One

All kinds of organizations, public and private , large and small, have been searching for decades for the holy grail of organizational change. They want to find the perfect way to motivate employees to change their old ways for what management (or consultants!) deem to be better, new ones.

This is a great video from the INSEAD (the Business School) channel on YouTube on changing the hearts and minds of individuals as a necessary precursor to organizational change.  The real engagement of individuals is key to success in organizational change

Hal Gregersen is a Senior Affiliate Professor of Leadership at INSEAD where he pursues his vocation of executive teaching, coaching, consulting, and research by exploring how leaders in business, government, and society discover provocative new ideas, develop the human and organizational capacity to realize those ideas, and ultimately deliver positive, powerful results.

Stewart Black is the INSEAD Affiliate Professor of Organisational Behaviour

You can find out more about INSEAD at this link http://www.insead.edu/home/

<Name Your Link

  • Managing Change – The Process Of Transition

Dealing with a failing employee

Dealing with a failing employee

So you have a failing employee! You have someone in your team that you think is letting you down. You can see that things are not working out as you expected. They’ve been around a while and things used to be fine. Now it is clear to you and other people that all is not well. What do you do?

First establish the facts. What is the evidence that performance really has changed and can you be certain that this team member is at fault?

Talk to the employee. Explain your concerns and any performance information you have gathered. Ask for their perspective.

Be fair, be open and be prepared to listen.

  • Do they accept that performance has fallen?
  • Are there factors inside or outside the organization that are affecting their performance?
  • Is there a health or family problem?
  • Do they understand the standard you expect?
  • Are they prepared to make a change?
  • Are there changes that you or others should and could reasonably make that will mean performance improves?

If the failure is down to the employee and there are no extenuating circumstances, within the bounds of employment law, you have choices to make. Much will depend on the reaction to your intervention.

If the employee accepts the failure and makes a commitment to improving their performance , apart from monitoring, there may be nothing further you need to do at this stage.

If performance does not improve, you will need to intervene again. You may need to coach the employee for a while and arrange some further training.

If that fails, you may need to impose closer supervision and move into disciplinary procedure and possible dismissal.

What matters most is that you intervene early – don’t let a bad situation just get worse.

  • Act early
  • Act always in good faith
  • Be willing to be open minded.
  • Collect evidence and be objective
  • Be clear about the standard you expect
  • Check that the employee understands your expectations
  • Reward progress with praise.
  • Keep records through-out
  • If you do have to dismiss, make sure it  comes as no surprise

But it is in your and their interests to give them a fair opportunity to make an improvement. Bringing an employee back on track is good for them, it is good for you and it is certainly good for the organization in terms of morale and use of resources, provided your intervention is in proportion.

Dealing with failing employees is never easy and the more prepared you are the better.  If you are a manager struggling with failing employees, a management training course or advice from a coach or mentor can help you learn the skills you need to really excel in the workplace and deal with all kinds of challenging situations.

If you need to the support of a coach in dealing with a failing employee, please get in touch

Wendy Mason is a Life and Career Coach. She helps people have the confidence they need to be successful at work and to change career while maintaining a good work/life balance. You can email her at wendymason @wisewolfcoaching.com

Managing people – dealing with a failing employee

Managing People – Dealing with a failing employee

So you have someone in your team that you think is letting you down. You can see that things are not working out as you expected. They’ve been around a while and things used to be fine. Now it is clear to you and other people that all is not well. What do you do?

First establish the facts. What is the evidence that performance really has changed and can you be certain that this team member is at fault?

Talk to the employee. Explain your concerns and any performance information you have gathered. Ask for their perspective.

Be fair, be open and be prepared to listen.

  • Do they accept that performance has fallen?
  • Are there factors inside or outside the organization that are affecting their performance?
  • Is there a health or family problem?
  • Do they understand the standard you expect?
  • Are they prepared to make a change?
  • Are there changes that you or others should and could reasonably make that will mean performance improves?

If the failure is down to the employee and there are no extenuating circumstances, within the bounds of employment law, you have choices to make. Much will depend on the reaction to your intervention.

If the employee accepts the failure and makes a commitment to improving their performance , apart from monitoring, there may be nothing further you need to do at this stage.

If performance does not improve, you will need to intervene again. You may need to coach the employee for a while and arrange some further training.

If that fails, you may need to impose closer supervision and move into disciplinary procedure and possible dismissal.

What matters most is that you intervene early – don’t let a bad situation just get worse.

  • Act early
  • Act always in good faith
  • Be willing to be open minded.
  • Collect evidence and be objective
  • Be clear about the standard you expect
  • Check that the employee understands your expectations
  • Reward progress with praise.
  • Keep records through-out
  • If you do have to dismiss, make sure it  comes as no surprise

But it is in your and their interests to give them a fair opportunity to make an improvement. Bringing an employee back on track is good for them, it is good for you and it is certainly good for the organization in terms of morale and use of resources, provided your intervention is in proportion.

Dealing with failing employees is never easy and the more prepared you are the better.  If you are a manager struggling with failing employees, a management training course or advice from a coach or mentor can help you learn the skills you need to really excel in the workplace and deal with all kinds of challenging situations.

If you need to the support of a coach in dealing with a failing employee, please get in touch

Wendy Mason is a Life and Career Coach. She helps people have the confidence they need to be successful at work and to change career while maintaining a good work/life balance. You can email her at wendymason @wisewolfcoaching.com

Other useful articles

  • Team Work; forming, storming, norming, performing and adjourning with Dr Tuckman
  • Team Work; Forming, Storming, Norming,Performing and Adjourning. Part 1 – Managing the Forming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 2 – Managing the Storming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning Part 3 – Managing the Norming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 4 – Managing the Performing Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 5 – Managing the Adjourning Stage

 

Team Work – bringing in a new team leader.

A picture from 2006 before becoming president ...Team Work – bringing in a new team leader.

Sometimes when you have a project or a piece of work being carried out for you, you need to bring in a new team leader.

Perhaps your existing team leader left suddenly on promotion or for a better opportunity elsewhere. Perhaps things have not been going too well and, as sponsor, you decide you have done as much as you can to support the old team leader – it is time to make a change. Sometimes, sadly, the team leader has been taken ill or in an accident.

Whatever the reason, you have to bring in someone new to lead the project team.

Now, you need to explain what is happening to the team. You don’t want to paint the old leader in a negative light – you know there are loyalties. But you do want them to accept the change and the new leader. What can you do?

Here are some tips.

  1. Give the team a clear and honest explanation for the change. Where things have not been going well, you need to be quite careful about attributing any failure specifically to the old team leader. But you can be clear about why a new approach is needed and then emphasise the background and experience of the new team leader.
  2. Honour the past. If good progress has been made and the old team leader left on good terms, there is something to celebrate. This should be done as part of the change to the new team leader. Again, if the old team leader has been taken ill it is important to recognise the contribution that they and the team have made so far.
  3. Tell the team about the new team leader. Before the new team leader arrives, give the team as much information as you can about the new team leader and why they have been chosen. Show that that both the team and the new team leader have your confidence and make sure the team are clear about the role and your expectations.
  4. Make introductions. When the new team leader arrives introduce them to the team yourself. It is great if this can be over coffee or lunch so that there is an opportunity for some informal chat as well as formal introductions.
  5. Have an induction program. Make sure someone takes responsibility for showing the new team leader round. If you want to minimise any glitch in performance make sure that there is an induction program and that the new leader meets key people and knows who they are.
  6. Follow-up. Remember to check back. Don’t wait for the next formal board or project meeting to find out how the new leader is settling in. A short phone call from you asking how the new team leader is settling in will make them feel them feel appreciated and give you early warning if all is not going well. Touch base with the team themselves sometimes to show you haven’t abandoned them but be careful not to undermine the new team leader when you do it.

If you need support transitioning between team leaders, get in touch. Working with a coach can help a team make the change without disruption.

Wendy Mason is a Career Coach with Life Coaching skills and expertise in helping people have the confidence they need to be successful at work while maintaining a good work/life balance. You can email her at wendymason
@wisewolfcoaching.com

Related articles

Leading Change: High Levels Of Engagement Could Actually Put Your Change At Risk

Leading change: high levels of engagement could actually put your change at risk

New research by the Chartered Institute of Personnel and Development (CIPD) and Kingston University Business School’s Centre for Research in Employment, Skills and Society (CRESS) has emphasized the distinction between people whose man engagement at work is with doing their immediate job to earn a living and others whose emotional attachment is much wider and extends to the organization itself – colleagues, line managers and customers.

Those engaged primarily with their jobs might enjoy and take pride in their individual work but they just want to do it and get on with rest of their lives. It is interesting that the study found that these people who are transactionally engaged (their interest is mainly in the technicalities of own work) report higher levels of stress and difficulties in achieving a work-life balance than those who are emotionally engaged with the organization.

It can become more complicated when, for example. someone is emotionally engaged mainly with their profession and perhaps even their clients, but only transactionally engaged with their current role and the current organisation.

Now ,this presents some interesting challenges for those leading change, particularly in how they communicate about the change.

A change that is being made for the perceivable good of the organization is more likely to be supported by someone emotionally engaged with that organization. That is, if the well being of colleagues is seen to be a priority and there is a clear commitment to managing the change well.

However, a change that threatens the work of an individual who is transactionally engaged may present a much greater risk. Most change managers have encountered the committed and brilliant technical specialist who decides they have no alternative but to subvert a change for the good of their work.

So how can you respond?

Well, for a start you need to understand your group and have a care with the results of engagement surveys which may not distinguish between different kinds of engagement.

What kind of people are in your group and what kind of work do they do? Walk the talk – get out there and meet them. Have conversations and be prepared to listen and to deal with feelings and anxiety.

When you communicate the change be aware that the impact will be different for different kinds of people. Take those different needs into account when you are planning the message. Then recognize the risk that different kinds of engagement might present. If your change threatens the organization itself then you need to manage the risk that presents for those committed to it. But handled the right way they will come with you on the journey.

Those committed mainly just to the job may well simply remove themselves, together with their precious technical skills if they can see nothing in the change for them. If their skills are critical to the organization you may need to consider incentives to stay – these could range from money to opportunities for professional development or even enhanced technical facilities.

As with all change programs, success lies with inspiring people to follow the vision but that inspiration may come with different strokes for very different kinds of folks

If you need the support of a coach in developing your career as change leader or change manager, then get in touch – I’ve been there before you.

Wendy Mason is a Career Coach with Life Coaching skills and expertise in helping people have the confidence they need to be successful at work while maintaining a good work/life balance. You can email her at wendymason
@wisewolfcoaching.com

Related articles

  • Be Successful – Making A Personal Change – Part 1 Admit A Change is Needed(wisewolftalking.com)

  • Career Development – Dealing With a New Boss(wisewolftalking.com)

  • Job Search – Saying Thank You After The Interview Is A Must(wisewolftalking.com)

Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 5 – Managing the Adjourning Stage

In a recent post at this link, I introduced the Tuckman theory of how groups/teams develop. Most groups go through a formation process like that described by Dr Tuckman. Understanding the model can help you to lead, manage and facilitate teams and work groups more effectively.

Some group leaders find the stages uncomfortable – they can be challenging to handle. Some stages seem slow and a waste of precious work time. But going through them means that a more cohesive and efficient working group is formed – a group that allows everyone to contribute their best!  A skilled manager can observe the stages happening and help the process along.  That means you get the best outcome for all, in the least time.

In this short series, I discuss how you can lead your group through the stages to achieve a good result.

In my last four posts in this series,  I discussed Stage 1 Forming, Stage 2 Storming, Stage 3 Norming and Stage 4 Performing. In Stage 1 we described how the group will be looking for ground rules. In Stage 2, they set about testing what they think those ground rules might be. In Stage 3, people begin to experience a sense of group belonging and a feeling of relief that conflicts are being resolved. In Stage 4 the group are high-performing, motivated and achieve effective and satisfying results. Now in Stage 5 the group is breaking up – hopefully with its purpose fulfilled.

Not all groups do complete their tasks but even so elements of the process described below need to be managed successfully.

Stage 5 – Adjourning

If the team leader has taken the advice set out for moving from Stage 4, the group will now have delivered the task.  The members can move on to new things carrying forward learning from this experience into their new work. But for that to be done successfully there is a change to be managed.

The break-up can be hard for members who have come to enjoy team routines or who have developed close working relationships with other team members.  People may feel very insecure and anxious about finding a new role.  It is important to celebrate and document what has been achieved and to make sure that all have a chance to share the learning from this group experience. Some group members may need particular support in moving forward. It can be a stressful period, particularly if the group is being broken up before its task is complete.

Leading the group through Stage 5 – Adjourning

What is the role of the leader? With a group in Stage 5, there is an opportunity to use a whole range of management skills.  You are dealing with conflicting emotions in yourself as well as in the team – these can include happiness and pride in a job complete, sadness at the dissolution and, even, anger if the group is being disbanded for less than noble reasons.

There may be some mundane but important tasks to complete around archiving and record keeping for governance purposes but team member may find it difficult to find the motivation to complete them,  Also encouraging honesty and sharing around lessons learned by the group during its lifetime, means that you need to keep the members’ trust. A positive outcome is you lead them to acknowledge the task is complete, accepting the best and worst of the process and then to let go and say goodbye

What could be problems in Stage 5 – Adjourning?

Team members may well have feelings of dislocation and loss.  People deal with their feelings in different ways.  You may find some lose motivation completely and start to avoid the necessary work.  Others may argue over minor details and you find them reverting to storming – old arguments re-surface.  Others may deny or try to pretend that isn’t really the end and find excuses to prolong the process. Leading/managing means being vigilant, identifying what is happening and intervening with understanding and support.

This is the end of this series on the Tuckman Model – Forming, Norming, Storming, Performing and Adjourning.  But I’d welcome your thoughts and your questions.  Please share your own experience of handling Stage 5. What lessons do you have to pass on to others?

Wendy Mason is a Life and Career Coach.  She helps people have the confidence they need to be successful at work and to change career while maintaining a good work/life balance. You can email her at wendymason @wisewolfcoaching.com

Other useful articles

  • Team Work; forming, storming, norming, performing and adjourning with Dr Tuckman
  • Team Work; Forming, Storming, Norming,Performing and Adjourning. Part 1 – Managing the Forming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 2 – Managing the Storming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning Part 3 – Managing the Norming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 4 – Managing the Performing Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 5 – Managing the Adjourning Stage

Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 4 – Managing the Performing Stage

In a recent post at this link, I introduced the Tuckman theory of how groups/teams develop. Most groups go through a formation process like that described by Dr Tuckman. Understanding the model can help you to lead, manage and facilitate teams and work groups more effectively.

Some group leaders find the stages uncomfortable – they can be challenging to handle. Some stages seem slow and a waste of precious work time. But going through them means that a more cohesive and efficient working group is formed – a group that allows everyone to contribute their best!  A skilled manager can observe the stages happening and help the process along.  That means you get the best outcome for all, in the least time.

In this short series, I discuss how you can lead your group through the stages to achieve a good result.

In my last three posts in this series,  I discussed Stage 1 Forming, Stage 2 Storming and Stage 3 Norming. In Stage 1 we described how the group will be looking for ground rules. In Stage 2, they set about testing what they think those ground rules might be. In Stage 3, people begin to experience a sense of group belonging and a feeling of relief that conflicts are being resolved. Now, in Stage 4 the group are high-performing, motivated and achieve effective and satisfying results.

Not all groups are able to reach Stage 4; they achieve the task but without ever truly excelling.

Stage 4 – Performing.

If the team leader has taken the advice set out for moving from Stage 3, the group will now be delivering the task with a high degree of openness, trust, confidence and autonomy.

The work itself is carried out to a high standard and the group take pride in group results and superior performance. Problems are seen as opportunities and they are tackled constructively.

The group can make decisions and solve problems quickly. People may challenge each other and there are can be healthy differences of opinion.  But these are resolved in a friendly manner.  The group has the confidence to review and revise work processes if necessary. New ways of doing things are considered and incorporated.

Leading the group through Stage 4 – Performing

What is the role of the leader? With a group in Stage 4, the leader does not need to be involved in decision-making, problem solving or the day-to-day work of the team. People now work effectively as a group. The leader monitors progress and celebrates achievements; this helps to maintain morale and the performance of the group. The leader is also the conduit for any strategic decisions which need to be made at a higher level, for the group to complete their work.

What if they don’t stay in Stage 4 – Performing?

There remains a possibility that the group could revert back to an earlier stage. For example, if someone leaves, new members join or one of the existing members starts to work independently or outside the rules (formal or informal) subscribed to by the rest of the group.  It is possible then for the team to revert back to an earlier stage, until they have come to term with the change or the issues are resolved. If this happens, the leader should become more actively engaged again.  This could mean more close supervision for a while and encouraging them to have the confidence to go back to trying out new ideas and working independently, while remaining part of the group. They need you to be a cheerleader again – encouraging your group and recognizing them for the good work they are doing.

Now we are moving towards completion of the task – the next post will be about Stage 5 Adjourning

I’d welcome your thoughts and your questions.  Please share your own experience of handling Stage 4. What lessons do you have to pass on to others?

Wendy Mason is a Career Coach and Life Coach helping you to solve difficult problems at work
wendymason@wisewolfcoaching.com 
http://wisewolfcoaching.

Other useful articles

  • Team Work; forming, storming, norming, performing and adjourning with Dr Tuckman
  • Team Work; Forming, Storming, Norming,Performing and Adjourning. Part 1 – Managing the Forming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 2 – Managing the Storming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning Part 3 – Managing the Norming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 4 – Managing the Performing Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 5 – Managing the Adjourning Stage

 

Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 3 – Managing the Norming Stage

In a recent post at this link, I introduced the Tuckman theory of how groups/teams develop. Most groups go through a formation process like that described by Dr Tuckman. Understanding the model can help you to lead, manage and facilitate teams and work groups more effectively.

Some group leaders find the stages uncomfortable – they can be challenging to handle. Some stages seem slow and a waste of precious work time. But going through them means that a more cohesive and efficient working group is formed – a group that allows everyone to contribute their best!  A skilled manager can observe the stages happening and help the process along.  That means you get the best outcome for all in the least time.

In this short series, I discuss how you can lead your group through the stages to achieve a good result. In my two last posts in this series,  I discussed Stage 1 Forming and Stage 2 Storming. In Stage 1 we described how the group will be looking for some ground rules. In Stage 2, they set about testing what they think those ground rules might be. Now in Stage 3, people begin to experience a sense of group belonging and a feeling of relief that conflicts are being resolved.

Stage 3 – Norming.

If the team leader has taken the advice set out for moving from Stage 2, the group will now be resolving any conflicts which have arisen.  People become much less defensive and are willing to change their preconceived ideas or opinions on the basis of facts presented.  They ask questions of one another.   Leadership starts to be shared and cliques break up in the light of new information and new relationships.  A sense of group belonging emerges.

People share feelings and exchange ideas.  They explore possible actions for reaching the goals and creativity is high. They are on their way to being organized so that they can achieve their goals.

Trust builds and information flows well! Roles and responsibilities become clear and are accepted. Big decisions are made by group agreement and smaller decisions may be delegated to individuals or small teams within group. Commitment and unity are strong.

Leading the group through Stage 3 – Norming

What is the role of the leader?  The leader facilitates, enables and makes sure that data keeps flowing between group members.  Encourage the group by congratulating them when they listen to each other and work cooperatively. Now is the time to make sure they put in place detailed plans and systems, and standards, for completing the work. Encourage them to work together to achieve the task.

What if they get stuck in Stage 3 – Norming

Some groups stay in Stage 3 and complete the task with a degree of dependence on you as the team leader and others in the group.  The main danger of Stage 3 is  that members may begin to fear the inevitable future break-up of the group, so they may resist change of any sort.   This can mean they may not find novel and original solutions to problems.  Encourage the group to try out new ideas, and approaches, and to develop the confidence to work independently while remaining part of the group. Be a cheerleader – encourage your group and recognize them for the good work they are doing.

Now we are moving towards excellence  – the next post will be about Stage 4 Performing

I’d welcome your thoughts and your questions.  Please share your own experience of handling Stage 3. What lessons do you have to pass on to others?

Wendy Mason is a Life and Career Coach.  She helps people have the confidence they need to be successful at work and to change career while maintaining a good work/life balance. You can email her at wendymason @wisewolfcoaching.com

Other useful articles

  • Team Work; forming, storming, norming, performing and adjourning with Dr Tuckman
  • Team Work; Forming, Storming, Norming,Performing and Adjourning. Part 1 – Managing the Forming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 2 – Managing the Storming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning Part 3 – Managing the Norming Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 4 – Managing the Performing Stage
  • Team Work; Forming, Storming, Norming, Performing and Adjourning. Part 5 – Managing the Adjourning Stage