Team Dynamics: Models and Frameworks

From my coaching calls and from my social media posts one of the consistent key topics that new managers have is all about Team Dynamics. I get it and understand that when you step up or lead a team for the first time, you would never have thought about or considered anything about team dynamics previously.

I also think too many focus on partly what this is about and what guidance and tips for 1:1’s or team meetings. But actually team dynamics is a lot more broader than this. It covers everything from:

• Communication

• Hiring

• Ways of working

• Roles and responsibilities

• Conflict resolution

• And more…

All of this plays and links into how you build and shape your team, how you set goals and manage performance. It’s a lot more than just 1:1’s. And yet this is the number one area I get asked a lot on in team dynamics.

I respond with the following question:

Okay, you want to have a great 1:1 but how have you been building trust with your direct report? Do they understand their role?

The reason I ask this question is that in order to have these great conversations you need to understand overall team dynamics. In the leadership theory world there is a lot on different models and frameworks. In today’s newsletter I want to look at two of them and look at their differences and how they could apply to you but also how they are the foundation in building a great team.

The two models are:

• Tuckman Model

• Lencioni’s five dysfunctions of a team

What are the two models?

Before we look at how they play out and the differences lets look at each model and its own application.

Tuckman Model

1. Forming: Team members are introduced, roles are defined, and initial goals are set.

2. Storming: Conflicts arise as individuals assert their opinions. Effective conflict resolution is key.

3. Norming: Team begins to work cohesively, establishing norms and relationships.

4. Performing: Team operates efficiently towards common goals.

5. Adjourning: Team disbands after achieving objectives.

Lencioni’s Five Dysfunctions of a Team

1. Absence of Trust: Foster vulnerability-based trust within the team.

2. Fear of Conflict: Encourage healthy, constructive conflict.

3. Lack of Commitment: Ensure clarity and buy-in on decisions.

4. Avoidance of Accountability: Hold team members accountable for their actions.

5. Inattention to Results: Focus on collective results over individual success.

Looking at these two models and a lot of people will be thinking these cover two different areas or agendas for leaders as a Manager / Leader. Tuckman has a focus on team development over time whereas Lencioni focus on dysfunctions of teams.

But they do have two things in common:

1. Both emphasize the importance of trust and communication

2. Both have a focus on ensuring that the teams operate at their best

Now that we have a good overview of the two models lets jump in and have a look at application.

Applying the two models

One of the key challenges with frameworks and models like this is often the timeframe to move from one stage to the next. I have seen and experienced this a lot but one thing separates teams that can move through the stages faster and those that really struggle is:

It can be really easy to work through these as a theory and try and do things as the books or models speak about this. It’s really important to understand the team and you as a manager. Once you know you, you can then start to move on and understand the team.

You don’t have to apply a one model either, sometimes in work situations applying just one is not the way or right outcome you need, you will need flexibility in approach to building the team in the right way for delivery.

So here is a simple overview for something that I have used, which is a combination of the two models to effectively drive strong team dynamics.

1. Use Tuckman’s Model to Understand Developmental Stages:

   Assess which stage your team is in and tailor your management approach accordingly.

2. Address Dysfunctional Behaviors Using Lencioni’s Model:

   Identify and tackle any of the five dysfunctions to enhance team cohesion and performance. (Make sure trust is the foundation, drive this through strong communication).

3. Foster a Culture of Continuous Improvement:

   Regularly assess both team development stages and potential dysfunctions to adapt strategies and interventions as needed.

4. Tailor Interventions:

   Combine insights from both models to create customized interventions that address specific team needs and dynamics.

5. Promote Open Communication and Trust:

   Encourage transparency, vulnerability, and open dialogue to build a strong foundation for collaboration and high performance.

By working through the above scenarios you may well find that you will be able to jump into specific areas and move through stages quicker than you anticipated. But it also enables you to have great flexibility and agility as you build your team.

What about new joiners?

One question I often get is about new hires, if the team are in a different stage and a new joiner comes in how do you manage this?

The starting point for me on this is document as much as possible. You will need to work through as a team. A lot of the foundational parts of the team building on trust and communication all focus on ways of working.

As a new member of the team coming in if its clear on:

• How the team run team meetings

• How feedback is meant to be delivered

• Who is accountable for what

• What are the team goals

• Why the team are there

• How they play a part

I have often found that by getting clear on these topics (which all revolve around roles and responsibilities) then they can start to understand how they play a part in the team. To do this well you need a really strong onboarding plan which should cover the team and plenty of opportunity to spend with the team.

The most important part for new joiners is not what they read but what they see, if you say we appreciate feedback but no one gives it then the new hire will unlikely give any feedback. Actions always speak louder than the words written on a page. (Very relevant for building trust).

The one thing to take away from this section is that new joiners must see and experience first hand what you talk about as ways of working as a team. By getting the new hire to see and experience things first hand you will be able to quickly assimilate them into the team dynamics effectively.

Let me know if you have any comments or thoughts on this.

Book of the week

This week it has to be Lencioni’s five dysfunctions of a team, a must read for all leaders!

That’s all for this week, hope you have enjoyed reading this newsletter and took something away to apply to your teams.

Until next week where I will spend some time looking at how to run effective 1:1 meeting and include resources and templates for running these.

PS If you liked this content then make sure you check out my free course for the first 90 days as a manager, get it

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