I hate working in teams. Or at least, I used to, before I realized how valuable a GOOD team is. Last March, against my better judgement, I took up a leadership role with 10 other individuals. The task was daunting and I kept questioning my decision to take up the challenge. I’m glad I did, despite the fact that I still do question my sanity on a weekly basis.
However, knowledge (among other things) is key. Understanding the life cycle of teams, and how it relates to performance, was beneficial. Tuckman’s model of team stages goes like this: Forming, Storming, Norming, Performing, with an additional Adjourning. (If you’re interested in this model, check out these powerpoint slides). Knowing these stages before hand actually gives the initial leader (note the use of the word initial) a good sense of how to manage the team.
So allow me to abbreviate it, based on my own experience (your mileage may vary):
Step 1: Run a personality-team test.
Get to know who you’re working with, professionally. When you first meet each other, no one really wants to know your back story. They just want to get things done as efficiently as possible, within the time frame. So run a DiSC, or a Belbin test. Understand how your teammates work, and how to best work with them.
Step 2: Set goals and a vision.
What exactly, are you trying to do? What is the purpose of your team? What’s the bigger picture? What is the one thing, as a team, all of you want to feel when you leave? (Note the use of the word feel, rather than achieve) Now you know the big numbers, how about you break them down? Delegate. Everyone should be responsible for a portion they’re comfortable with. As the leader, push them a little out of their comfort zone – try to achieve just a bit more. You should all agree with what you’re trying to achieve, because everyone should feel a sense of ownership and responsibility to the end goal and vision.
Step 3: Do it. Together.
Don’t wait. Get right into it. Don’t expect everyone to be helping each other out at this point – each individual in the team is still trying to adjust to the dynamic and the workload. So don’t expect synergy because at this stage, what is important is that you’re all moving together in parallel lines. Encourage progress, identify bottlenecks, and make sure everyone knows what is happening with the other.
Step 3.5: Socialize.
While you’re busy “doing it”, don’t forget that all work and no play makes Jack a dull boy. It also makes him grumpy, a little sexually frustrated and highly prone to snapping and stressing out. So have fun. If you’d rather sit in front of your laptop in your pj’s, 9Gagging and eating Koko Krunch, then you’re going to miss out, and lose out too. Because unbeknownst to you, your teammates will slowly start realizing they have other similar interests than just work. Or maybe they’re realize that these people aren’t just efficient teammates, they’re good friends too. That they actually care about your back story, that they want to see you succeed (too). Slowly, but surely, bonds will develop. Teasing will happen. More frequent hanging outs where work is talked about less and less.
Step 4: Let the reins go. And watch.
This is where the initial leader fades into the background- everyone starts leading. At this stage, two things can happen: your teammates flourish, work efficiently, and independently contribute to the team. Or they flounder, a little lost, because they just haven’t been keeping up with the rest of the team and either spiral further downwards because they feel they cannot catch up, and feel guilty for not contributing as much as their other teammates. Keep a close eye on them, but don’t jump in to save the day. Randy Pausch one said, “ When you are pissed off at somebody, and you’re angry at them, you just haven’t given them enough time. Just give them a little more time — and they’ll almost always impress you.” Now that is true. The problem is, you have limited time. So give them and yourself a time frame. Set a time or a catalyst by the means of another party, for when you must intervene. As for the flourishing ones, don’t forget that encouragement and recognition are important. Your job is mainly to ensure that everyone is moving in the same direction, and doing it together.
Step 5: Review. Add if needed, Subtract if necessary.
So how’s step 4 been working out? At this stage, review each and every single team mate. Is there someone who really cannot cope? Have you tried everything in your power to help? If the answer is still negative, it’s time to respectfully thank that person for their contribution, and dismiss. What about the struggling ones that still have hope? Give them a little more time, but this time, with an intervention. You should be able to maturely and honestly discuss issues that affect team moral and performance. Do they need support? Maybe it’s time to look into getting a few more members into your team. Select the people you’d think would best fit the job and the team. Team dynamics at this stages should be secure enough to support addition, but overwhelming it is a bad idea. And don’t forget to further challenge the performing ones to actually reach their goals!
Step 6: Full steam ahead!
Once you’re satisfied, it’s back to the drawing board. Are you still on course with your goals? How will the new additions integrate into this? And then move, move, move! By this stage, you’ll have just enough time left to achieve your goals. Your team should be synergizing, everyone should know how to support each other, and you should create the environment where it is possible. Leave the rest to them.
Step 7: Achieve it! And congratulate yourself!
Go for gold. You want to always look back at this team with fond memories of not just friendship, but achievement. So go all out, encourage each other, push each other. And when you do, congratulate yourselves and celebrate.
The last bit is a little short, mostly because the hardest part is always the beginning. If after 6 months you still can’t work together or achieve anything, the next 6 months won’t be productive either. Sometimes you get to choose your teammates, and sometimes you don’t. If you’re lucky, like I was, you will be blessed with amazing individuals, who are not just efficient but are also persons of outstanding character. If you’re not so lucky, you have to make it work as best as possible. A lot of times, it comes down to attitude.
I would like to take this space to shout out to Amy, Wei Lim, Wan Sin, David, Alex, Carmen, Richard, Raymond, who are truly amazing teammates that have made my (1/2) term so worth while. I look forward to the next 1/2 of term. And to James, Jimmy, Irene, Zee, Zhi and Zhen Hao, who have just joined the team, I look forward to getting to know and performing with all of you.
I used to prefer to work alone, I used to (and let’s admit it, occasionally still) think that people are just…stupid. Really idiotic. Completely incompetent and lacking in almost every possible way. But I’d take my team over working alone any day because one competent fool can only go so far, when compared to many competent fools






This post has no rhyme or reason – kind of like my thought process – but few things I know for sure: Rejection is better than not knowing (and you never hurt as bad as you think you will). Talking about something is better than repressing it (surround yourself with the right kind of people and 


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