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No More Touchy Feely Team Building Workshops

All too often, leadership wants to jump ahead to strategic planning before stabilizing the infrastructure of their teams. In the classic Tuckman group theory of Forming-Storming-Norming-Performing, they prefer to skip the “storming” and “norming” phases. They’re uncomfortable – too touchy feely. Let’s just form and perform. Unfortunately, teams can’t sustain performance without storming and norming. The conflict and diversity that characterizes these phases are necessary ingredients for team effectiveness.

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The Trailer Park Theory of Teams

Teams travel through cycles. Year after year, season after season, teams are recalibrated, repopulated, redirected, and redeployed. New talent, new leadership, and new goals drive the change. Amidst these constant transformations, some things stay the same. Consider the analogy of the trailer park. Families in trailers come and go inside this community ecosystem. Yet, the entrance, roadways, concrete pads and utility hookups remain in place. The infrastructure is steady and reliable. So, what comprises your team’s infrastructure?

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Recruiting for Resilience

When the leadership team completed the assessment of their culture, they reached the conclusion that the most effective teammates were the ones most aligned with the energy of change. Conversely, those who struggled with change seemed to be directing their efforts toward resistance rather than their job tasks. They created drag on otherwise promising aerodynamics.

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Reshuffling the Deck

She loved the company. The culture was an ideal fit with her natural enthusiasm and free-spirited personality. Autonomy was encouraged and rewarded. Compensation was competitive and there was plenty of room for growth. With a few notable exceptions, the majority of her co-workers shared the same level of engagement with their jobs. For the unhappy few, leaving was the only way to address the daily drain of the micro-managing supervisor whose oppressive behavior, for some reason, had remained below the radar of senior leadership.

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