What is the Team Life Cycle?

This article is the first in a six-part series on the team life cycle.

The team life cycle is a sequence of stages every team experiences, regardless of industry or business size. It was coined by Bruce Tuckman in 1965, and it consists of five stages: forming, storming, norming, performing, and adjourning. Understanding which stage our team is in can help us address issues, capitalize on opportunities, and empower our teams.

Forming Stage

Forming is the initial stage of a team life cycle. This is where the team is brought together and starts to define its purpose and goals. Team members may be excited about the opportunity to work together. Though there may be uncertainty about what leaders expect of them and how they will work together. During this stage, team leaders should focus on clearly communicating the team’s goals and roles. As well as, encouraging team members to share their ideas and expectations.

Storming Stage

The storming stage is when team members begin to express their opinions and ideas. This can lead to conflict and tension. Team members may be competing for power and control. There may be disagreements about how to approach the task at hand. During this stage, team leaders should focus on facilitating open and honest communication. We should also encourage team members to work through their conflicts in a constructive way.

Norming Stage

The norming stage is the smooth-sailing, everyone’s-getting-along stage where the team starts to work like an actual team, resolving conflicts and establishing a sense of cohesion. Team members are now more comfortable with each other, and have a clearer understanding of their roles and goals. Team leaders should focus on maintaining open communication and encouraging team members to continue to share their ideas and collaborate.

Roles and goals are essential in any team. Each member has a specific role that helps move the team closer to its overall objective. The roles and goals can vary. It depends on the nature of the team, the industry they’re in, and the project they’re working on. Each role is equally important, and all team members must understand their roles. As well as common goals and how meeting these goals contributes to the team’s success.

Performing Stage

The performing stage is when the team is fully functional, focused, and productive – a well-oiled machine. Team members have a clear understanding of their roles and work together effectively. In this phase, team members may occasionally be asked to sacrifice their “safety” for the greater good of the team. For example, a team member may take on a task outside their job description to bolster another teammate who may be falling behind. It’s essential for team leaders to keep the team motivated, supported, and on track during this phase. Any issues that arise should be addressed promptly, and any team members that go above and beyond should be recognized and rewarded for their efforts.

Adjourning Stage

Finally, the adjourning stage is the final stage of the team life cycle, where the team completes its task and disbands. Team members may feel a sense of accomplishment, but also sadness at the end of the team’s journey. This stage also occurs when some teammates leave or new team members come aboard. During this stage, team leaders should focus on recognizing the team’s accomplishments and thanking team members for their contributions.

Conclusion – Team Life Cycle

Understanding the team life cycle is essential for any leader. It helps leaders understand their team’s dynamics and challenges, address various issues before they capsize the team, identify where support is needed, capitalize on opportunities, and empower the team. By understanding the different stages of the team life cycle, leaders can help their teams move smoothly through each stage, ultimately leading to a more productive and successful team.

Evan Parker

Evan is a Director of Eighth Mile Consulting, specialising in leadership, operational planning, company structures, change management and communications. Evan has 17 years of leadership experience across military combat operations, program and project management delivery at Ernst & Young (EY) and business acquisitions and leadership for Private Equity.