Research has shown that most of our adult life is spent in the workplace. Can you remember how you bonded with colleagues you never agreed with earlier? That’s how much the office environment influences our friendships and lives. We form teams that work towards achieving the goal of meeting the company’s objectives. It has its ups and downs but it’s definitely worth it.
Below are key stages every strong team goes through:
Every team kicks off with the FORMING stage: This is normally the early stage when members are yet to understand each other. Every industry has its peculiar signs for figuring out green horns. At this stage, some go as far as playing the “Do you know who I am?” card. If you are patient as a team head, you sure will giggle your way through when you come across them. Come to think of it: They are right, you really don’t know who they are.
Then comes the STORMING stage: This is normally the interesting stage when team members quarrel. For the not too expressive introverts, you are likely going to experience “cold wars”. You would likely hear things like “What are you feeling like?” and “Who do you think you are?”
However, the good thing about this stage is that you get to know each other’s breaking point. With a very good talent manager, things are normally resolved amicably. Ground rules are re-emphasised and strict disciplinary measures are enforced. I remember a scenario of two team members who fought and lost their salaries as a deterrent to their act. However, the key takeaway here is that they both figured out how not to hurt each other next time.
Then the NORMING stage: At this stage, team members begin to figure out how to manage each other’s excesses and respect boundaries without much enforcement. When the parties involved are sincere, you begin to hear things like “She works best like this…” or “That’s his weakness so I cover for him while he focuses on XYZ which he does perfectly well…” The only reason they ever got here is simply because they had taken time to understand they no longer exist in isolation.
Then the PERFORMING stage: At this stage, team members outgrow earlier challenges and tiffs, and begin to work on cruise control. The good thing about this stage is that they start to define team mates with milestones attained together and pitch their skills, e.g.: “Clement and I have done a similar project and you know what? We nailed it!” or “Currently WE are trying out a new model WE believe would be most cost effective for the firm”.
Then the ADJOURNING stage: This is the stage when the deal is done: goals are achieved, checklists are ticked and the team members are left with memories. If the talent manager or in some cases project manager is aware of global best practices, this stage calls for a milestone party .
A milestone party is simply one to celebrate the end of a project. It strengthens team spirit and gives the talent manager an opportunity to acknowledge the efforts of his team members and celebrate them.
A good example: Having won 20 titles with FC Barcelona, I was quite impressed with the way Pedro Rodriguez was celebrated by his team on his departure. We could argue that football and work aren’t the same but should you ask Pedro, I think he would admit he had been working with FC Barcelona and needed more opportunities to prove himself irrespective of his trophies.
A great workplace sets her game miles apart in the way most of their BEST hands are treated when they decide to follow different paths.
About the Writer: Charles Umeh is a student of life and strategist. Focused on life coaching, while impacting through his speaking, trainings and writings. To charismatic Charles (as he is fondly called) failure helps each of us to grow. He understands that the human mind needs reminders, co -accountability partners, and must be managed like a project. His credo is “influencing and making positive impact” his
blog, http://www.charismaticcharles.wordpress.com/ articles and social media accounts focus on creating a better life experience for his readers. Follow him on Twitter @charismacharles
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This article was first published on 1st September 2015
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