Early in my career, I used to think the transition from storming to norming would happen in some linear fashion, like it was described in my first class on Team Development at Intel.? But the truth is… it doesn’t really work that way.? It’s been my experience that teams will fluctuate between storming and norming.? However, over time, what happens is there is less storming and more periods of getting work done through the norming process.? Team members will start to find some common ground, begin to develop trust in each other, and start to feel a sense of belonging to the team.? As leaders you will start to recognize some key characteristics or behaviors from the team including:?
- Increased cooperation: Team members start to collaborate more effectively and support each other's efforts. This often manifests in a willingness to share ideas, provide feedback, and assist colleagues when needed.
- Development of norms and expectations: The team establishes unwritten rules and guidelines for behavior and interaction. These norms can include everything from communication styles to decision-making processes.
- Improved communication: Open and honest communication becomes more prevalent, fostering trust and understanding. Team members feel comfortable expressing their opinions and concerns without fear of judgment or reprisal.
- Increased cohesion: The team begins to develop a strong sense of unity and purpose. Members feel connected to each other and to the team's goals, leading to increased motivation and commitment.
But if you are like me, you are probably wanting to make this transition from “more storming” to “more norming” happen, well … more quickly.? Don’t worry, it's natural for leaders to want to push this process along.? The faster the team gets to norming, the faster the team becomes productive.? The faster they become productive, the better you look to your boss.? So I thought it would be good to share some tips I have learned over the years to nudge this process along a bit faster.
Leadership Tips for the Norming Phase:
- Foster trust and respect: Similar to my previous article on constructive confrontation, its important to create a safe and supportive environment where team members feel valued and respected. Encourage open communication and active listening from the team members. One way to do this is to model respectful behavior yourself and hold team members accountable when they aren’t showing this behavior to their teammates.??
- Facilitate conflict resolution: Address conflicts promptly and constructively to prevent them from escalating. Encourage team members to find common ground and work towards solutions. Remember that conflict is a natural part of team development, but it's important to manage it effectively to avoid damaging team relationships.
- Define roles and responsibilities: Oh the dreaded RACI matrix!? But clearly defining each team member's roles and responsibilities will help ensure that each team member understands how their contributions support the team’s objectives. It will both prevent misunderstandings and ensure that everyone is pulling their weight.
- Encourage teamwork and collaboration: Promote a culture of teamwork and collaboration by emphasizing shared goals and celebrating team achievements. Utilize team-building activities, recognition programs, and public praise for successful teamwork to help the process along.
- Judicious guidance and support: Offer guidance and support when needed, but avoid micromanagement.? It is important for team members to take ownership of their work and make decisions. By delegating tasks and providing autonomy, leaders can help team members develop their skills and confidence.
It has been my experience that coaching teams from storming to norming is one of the most frustrating but rewarding jobs for leaders.? The reality is that many teams will eventually go from storming to norming naturally, but great leaders make the process happen more quickly and with less hurt feelings.? It also creates a stronger foundation for the team and increases the likelihood that the team will reach the performing phase, the subject of my next article.??
Hopefully, these tips are helpful to your journeys as team leaders, but I would love to hear your thoughts and tips on making the transition from storming to norming!? I look forward to reading your comments.
Lance I have enjoyed reading these blog posts, I appreciate you taking the time. I would argue however that sometimes teams should not require leadership to resolve any conflict that arrises.... rather given the right culture teams ought to be able to resolve conflict themselves without residual tension. Where a leader needs to get involved it suggests that the team has not yet developed the right skills to find the right path themselves.