Some teams don’t need a rigorous consultation engagement to get their business on track. If nothing is terribly broken, a small tweak might be enough to make a big difference. Strong relationships of all varieties get in the habit of regular self-checks. Usually, everything is fine. Sometimes, though, the team is alerted to the beginning of a problem. If you catch it early, the trouble never has a chance to take root. Here are some key questions to ask if your team needs a minor adjustment.

The most innovative team in the history of Team Clock® engagements never stops their strategic planning activity. Their approach is not a time-limited series of steps that lead to a single vision. Instead, they embrace an ongoing, perpetual, cyclical process where the vision constantly evolves. The result is unparalleled discovery and invention. How do they do it?

Morale is not the path to culture. Positive morale is the outcome of strong company culture. A healthy workplace draws talent in and makes them stay. The reasons people come and remain engaged are as varied as the diversity of the team. Some want growth and learning while others seek to make an impact. Some teammates prioritize compensation and benefits while others value a family-like atmosphere. Whatever the draw, the culture must attract multiple generations and a spectrum of personalities. That’s a tall order. Here’s where to start.

The first reaction to a loss is usually disappointment. Something has changed. Things aren’t the way they used to be. When a team is in transition, it’s difficult to see the benefits. When you add stress to the situation, it’s even harder to appreciate the value of the loss. Energy gets depleted and hope is diminished. So, why do we need to lose something to gain something?

The normal human reaction to success is to celebrate. Often, this is the moment the opponent seizes to catch you back on your heels – while you’re celebrating. Martial artists master the timing of a counter-strike to take advantage of their opponent’s vulnerability immediately after an attack. In sports, championship teams avoid the natural letdown that follows achievement by refocusing and staying in the zone. They don’t get too high after a positive moment and they don’t get too low after a negative one. Can you apply this to your workplace?

“…Think hard – really hard – about what it means to join or lead a group of people.” When Seth Godin endorsed Team Clock in 2009, he urged readers to consider the accountability they own for being a part of a team, regardless of the role. By linking people together, everyone shares responsibility for the wellness and productivity of the group. What roles have you assumed?

Sports teams and schools measure their progression in seasons. The chance to regroup is built into the rhythm of the annual cycles. Players and coaches come and go. Teachers and administrators change roles. The off-season provides the opportunity to recover from the depletion of the past year and gear up for the beginning of the next round. Even if your team doesn’t have defined seasons, the need to refresh is just as important. Here’s why.

The rookies bring energy and the veterans bring wisdom. Those in the middle provide the network of connections. These are among the stereotypes of teammates in early, mid, and late stages of their careers. Let’s look at a lifespan model of professional development.

Sometimes change happens faster than humans can cope. Despite our best intentions to adapt with maturity, the pace of change surpasses our stress threshold. Most teammates want to be their best selves during transitions. Unfortunately, rapid and unexpected transitions have a way of bringing out the child in some of us. What kind of teammate do you become when the pressure is intense?

Every team has a lifespan. The building blocks of development are constructed during the team’s infancy and tested throughout its childhood and adolescence. Once the team has matured into adulthood, performance is measured and remeasured as teammates manage obstacles, challenges, and changes through many cycles of growth. With each round, a new opportunity to thrive is welcomed. In what stage is your team today?

How much sickness is normal on a healthy team? The Gallup organization has been measuring employee engagement for decades and, until the past year, the numbers haven’t changed much. 30% of your teammates would run through a wall for the company. 50% come to work, go home, and collect their paychecks. 20% are some version of dysfunctional. Have you accepted these ratios as normal on your team?

When Seth Godin endorsed Team Clock: A Guide to Breakthrough Teams in 2009, he stated, “This book made me think hard – really hard – about what it means to join or lead a group of people.” Whether joining or leading, everyone has a role. Often, your role on the team is not defined by your job description. Usually, it’s determined by the way you choose to interact with your teammates during key moments in the team’s lifespan.