You can’t expect a new team to perform well when it first comes together. And this is particularly important to think about when your team is remote - or a hybrid mix of remote and on-site.

When you hire a remote team (or any team actually), team members often go through recognisable stages as they change from being strangers to a united group with common goals. in our experience, getting it right is critical, as it can create a real power force. This is why the Tuckman model for team performance resonated with us at Sharesource.

It might seem strange to be reflecting back on a model for a team performance that was published more than 50 years ago. However, Dr Bruce Tuckman’s model 'Forming, Storming, Norming, Performing' published in 1965 and his fifth stage, Adjourning, from the 1970s still has much we can all learn from.

The model provides an excellent explanation of the path that most new teams follow on their way to high performance. Using Tuckman’s model can help recognise the stages of team development which in turn means the team can reach the performing stage more quickly.

In summary, the model starts with a directing style, moves through coaching, and participating, and finishes with delegation - at which point the team should be almost detached from the team leader or manager. At each stage in the model, the team leader has a particular role that they must play to ensure the team can perform at their best. 

The Stages of the Tuckman Model and the Leaders Role

• Forming - most team members are positive and polite at this stage; they are new to each other and the project. Some are anxious, and others haven’t fully understood what work they or the team will be doing. Others are excited about the tasks ahead. Settling into the team quickly is important in the order they can become productive as quickly as possible.

Leaders Role: you play a dominant role at this stage as team members’ roles and responsibilities are not yet clear. You play an important role in ensuring the project goals are clear. You will need to direct the team and establish clear objectives for both the whole team and individual team members.

• Storming - team members may start to push against boundaries created in the forming stage. Conflict can arise between team members’ different working styles, causing unforeseen problems, frustration and stress. Team members may challenge your authority and/or jockey for position as their roles are clarified. Some may feel overwhelmed by their workload or be uncomfortable with your approach. Some may question the worth of the team’s goal and/or resist taking on tasks. WARNING - this is the stage where many teams fail! 

  Leaders role: establish clear processes and structures. Build trust and good relationships between team members. Resolve conflicts swiftly. Provide support - particularly to those who need it most. Remain positive but firm. 

• Norming - people start to resolve their differences, appreciate their colleagues’ strengths and respect your authority as a leader. Team members may start to socialise together (even if online), ask each other for help and provide constructive feedback. A stronger commitment and good progress toward the team goal are developed. NOTE: there may be a prolonged overlap between storming and norming as people lapse back into storming behaviour when new tasks come up or roadblocks occur. 

Leaders Role: step back and help team members take responsibility for progress towards the goals. At this stage, natural mentors and future leaders are becoming apparent. Now would be a good time to arrange (online) team-building events and encourage social get-togethers.

• Performing - the structures and processes you have set up with the team has meant that their hard work is achieving the goals without friction. You can now delegate a lot of your work and concentrate on developing team members.

  Leaders Role: Delegate tasks and projects as much as you can. Now that the team is achieving well, you should aim for as light a touch as possible and start focusing on other goals and areas of work especially if the project is to soon come to an end or results in a series of new projects/outcomes.

• Adjourning - project teams may exist only for a fixed period and even permanent teams can be disbanded through organisational restructuring. This can cause difficulty for team members who like routine or who have developed close working relationships with their colleagues, particularly if their future now looks uncertain. 

  Leaders Role: take the time to celebrate the team’s achievements and the value of the completed project. Try to be transparent about what the future may look like for the team or individual team members – providing support where you can.

  So, to recap, project teams, do not magically start to perform but rather will go through a series of steps before they are performing at their best. By identifying the steps, the team leader can help the team reach their best more quickly ensuring a successful project outcome.

"Managers need to have behavioural flexibility to tailor-fit their management style according to how they can challenge their members and be aware of these stages would allow the manager to do so."
- Jyll Fernandez-Ong, Country Manager, Sharesource

This has certainly been the case for Sharesource which builds remote teams for its client’s special projects. We know that it is important when putting together a new team that the team fit has been considered not just in terms of skill sets but also in terms of personalities. However, no matter how experienced the team is and how well-matched the personalities, bringing together a team also requires planning and good leadership.

We know from experience that focusing on a plan to build your team members both professionally and personally, will help ensure you quickly have a high-performing team no matter where in the world the members are located.