It’s hardest to see the next stage of the cycle when we’re in the middle of some struggle. Energy is fully devoted to the tasks at hand. Despite our desire to be strategic, we’re forced to be operational. Planning is difficult when the future is unknown. Head down, eyes up is the mantra. Keep moving forward regardless of what life throws at us. So, how would today’s choices be different if we knew what tomorrow would bring? Predict the future.

Human Resources departments call it a workforce reduction. Describing the termination of a job as a lay off softens the blow. Getting furloughed suggests there might be a chance to return. Whatever the reason and however it is named, subtracting teammates alters the ecosystem. Because change is a form of loss, times like these move painfully through the classic stages of grief.

Selecting the gallery view setting on Zoom has been the closest thing we’ve had to experiencing teamwork lately. Among countless other consequences, the global pandemic has challenged the notion that collaboration requires sharing the same space. Sharing screens is the new normal. Abrupt and significant change is often the spark for innovation. Our current circumstances have given way to new rules for remote interaction.

Times of crisis separate those who need care from those who provide care. Beyond the obvious healthcare application, anyone delivering professional services is thrust into the role of managing pain of some variety. Teachers, counselors, ministers, attorneys, accountants, advisors and consultants make a living by helping navigate uncharted waters. Each of them carries the weight of the impact of the crisis in their own lives but must stay sufficiently focused to attend to client priorities. So, who takes care of the caregivers?

Virtually every team we measure scores high on the statement, “I have at least one trusted colleague on the team.” Far fewer clients, however, reflect full-group trust in the survey questions designed to evaluate the psychological safety of the entire team. Almost everyone has a trusted teammate as one-to-one interactions are easier to navigate than group dynamics. Without full-team trust, the organization’s energy is misallocated to internal politics. Consider these steps to building or rebuilding a sustainable foundation of trust in the workplace.

The aging Baby Boomer generation is gradually giving way to eager GenXers. The face of leadership has fewer wrinkles despite the weight of responsibility that will someday cause them. Professional service firms are great examples of this transition as attorneys, accountants, engineers and financial planners design their careers with specific retirement dates in mind. Succession planning anticipates these departures and develops new talent accordingly. As long at the outgoing leader is graceful and the incoming replacement is respectful, everything runs smoothly. What happens when grace and respect are subtracted from the recipe?

Diversity is a strength when harnessed for connection, innovation and change. While holding tightly to your own perspective and protecting the status quo brings comfort, growth gets stymied. What would happen to your team if respectful conflict was invited? What if there was more than one right answer? How can we bridge diverse perspectives in our professional interactions? Consider this model.

A decade ago, Seth Godin, inspired by the Team Clock methodology, said, “…think hard – really hard – about what it means to join or lead a group of people.” He was referencing the powerful responsibility we each have to our teammates regardless of our position or role on the team. On most teams, sadly, only a small percentage assumes that level of ownership. The norm is under-engagement or disengagement. Imagine the characteristics of the ideal team. The Center for Team Excellence sees a rare few of these examples but they do, indeed, exist.

How do you define “team?” Your workplace colleagues? Your romantic partnership? Your book club? Your neighborhood? Your recreational sports buddies? Your family? Perhaps all of the above? Defining teams is both simple and complex. The complex view is an interdependent ecosystem of complementary roles advancing a common mission through shared values toward a clear vision. The simple view is two or more people collaborating on a goal. Let’s break down the simple definition into its key parts.

Ground delivery services and retail outlets ramp up manpower during the holidays. Sports teams begin each campaign with new rosters. Educational institutions make transitions based on the academic calendar. Corporate teams recalibrate when quarterly or annual goals are not met. Like families, team dynamics get refreshed every time you add or subtract a member. What holds everything together when membership is always changing?

As the primary driver of team trust, accountability is elusive. Meeting deadlines, keeping promises and behaving in a way that is true to company values are examples of the daily contributions we all make to team wellness. In a culture of accountability, only exceptions to these behaviors are noticed. When getting a pass is the norm, following through with commitments gets celebrated as special. So, how do you build a culture of accountability?

While change is often experienced as a loss, transitions usually become the fuel for renewal. The disruption is simply the trigger stage for the differences that are about to unfold. Because change causes emotional depletion, most teams devote their energy to coping and refueling. Thriving teams see this stage as the launch point for innovation. Answering these five questions will help your team move to action.