Hiring = a change in your team dynamics.

Last week I wrote about tips and best practices when it comes to interviewing new candidates. Please remember, onboarding already starts with the first interactions and they set the tone for how a person will start work in your team, which is why a good candidate experience is so important.

In order to stand out in a positive way, you should:

• show genuine interest by listening
• asking meaningful questions regarding the person's capabilities and motivations
• build trust by allowing enough time to introduce yourself, your company, team and why you do what you do.
• the kinder you are, the higher your chances are for an honest conversation with a candidate

When I hosted an interviewer workshop, a participant asked me: "how can I interrupt someone and end the interview when I can see already it won't be a good fit? I don't want to be rude."

My answer to that was the following: set the framework for the process at the start already and say clearly that during the interview process both parties can interrupt the interview when they realise it won't be a good fit. This way, it won't be a surprise or a shock and you can remove the stress from the process.

Set the frame as clear as possible and your candidates will appreciate your honesty and clarity. You'd be surprised how many rejected candidates actually refer their colleagues or friends if they are not a good fit for the role, simply because you have treated them fairly.

In today's newsletter, we turn our attention from the new team members to the existing team members.

Why?

Because any change in the team, will impact the team dynamics.

Here is a short but effective checklist to go through with your existing team when you hire new colleagues:

• Before the JD goes public, speak with your team about it and inform them that you will hire a new colleague - it's usually disappointing to find out online about this
• Explain what the roles and the responsibility of the new colleague will be and how it will interact with the team - set the ground for a swift onboarding and collaboration
• Ask them to meet the candidate briefly for coffee or lunch in the office at the stage where you are certain about sending an offer - include the team or at least a few team members and listen to their feedback

The Forming, Storming, Norming, and Performing theory of team dynamics is a well-known model that describes the stages a team goes through as it evolves and becomes effective.

This model, introduced by psychologist Bruce Tuckman in 1965, provides a framework for understanding the development and behavior of teams. Here’s a breakdown of each stage:

1. Forming

Characteristics:

• Orientation and Inclusion: Team members come together and start to get to know each other. They are generally polite and positive but may be anxious about their roles and how they fit into the team.
• Dependency: Members tend to rely on the team leader for guidance and direction. There’s a focus on understanding the goals of the team and the tasks at hand.
• Uncertainty: Since the team is new or a new colleagues entered the team, members may be unclear about how they will collaborate and what is expected of them. Communication is often superficial.

Leadership Role:

• During this stage, leaders should provide clear direction and establish a sense of purpose. It’s essential to create a safe environment where members feel comfortable expressing themselves.

2. Storming

Characteristics:

• Conflict and Competition: As team members begin to express their individual opinions and work styles, conflicts may arise. This stage is characterized by power struggles, clashing personalities, and differing opinions on team goals.
• Frustration: The lack of agreement can lead to tension, frustration, and a decrease in motivation. Team members may challenge the leader’s authority or the team’s direction.
• Clarification of Roles: The storming phase often involves a reevaluation of roles and responsibilities, which can create further tension but is necessary for progress.

Leadership Role:

• Leaders need to address conflicts directly and facilitate healthy communication. It’s important to help the team navigate through this turbulence by encouraging open dialogue and helping members understand each other’s perspectives.

3. Norming

Characteristics:

• Cohesion and Cooperation: As conflicts are resolved, the team begins to develop stronger relationships and a sense of unity. There is a shift from focusing on individual goals to prioritizing team objectives.
• Establishment of Norms: The team starts to establish agreed-upon norms, values, and ways of working together. Communication improves, and trust builds among team members.
• Increased Productivity: With clearer roles and a better understanding of the team’s dynamics, members are more willing to cooperate and collaborate effectively.

Leadership Role:

• Leaders should reinforce the positive behaviors and norms that have been established. It’s important to continue providing support while encouraging the team to take more responsibility for its decisions and actions.

4. Performing

Characteristics:

• High Performance: The team reaches a stage where it functions effectively and efficiently. Members are motivated, knowledgeable, and competent in their roles. The focus is on achieving the team’s goals.
• Autonomy: The team is largely self-sufficient, with minimal need for supervision. Members work well together, anticipate each other’s needs, and can make decisions collaboratively.
• Problem-Solving: The team is capable of handling conflicts constructively, solving problems quickly, and adapting to changes as they arise.

Leadership Role:

• Leaders at this stage should take a more hands-off approach, empowering the team to operate independently. They should be available for guidance when needed but trust the team to manage its tasks and challenges.

Beyond Performing: Adjourning

In 1977, Tuckman added a fifth stage, Adjourning (sometimes called Mourning), to acknowledge the end of a project or the disbanding of the team. This stage involves wrapping up activities, reflecting on successes and challenges, and dealing with the emotions of separation.

Understanding this progression helps leaders and team members navigate the complexities of teamwork, leading to more effective and cohesive teams.

Great teams are not born; they are built through trust, forged in the fires of challenge, and strengthened by unity in purpose.

Hope this helps!

Thank you for joining me in this journey towards becoming a more effective and conscious leader. Stay tuned for more insights, tips, and strategies in the next edition of Managers' Leadership Blueprint.

Feel free to share this newsletter with your colleagues and peers who might benefit from these insights.

Book a call today to learn how we can help you grow your leadership capabilities and achieve your goals. Visit Dragon Coaching House to schedule your consultation.