Performing

The performing stage is seen as the holy grail of teams. This stage looks like each team member working hard to achieve their outcomes and supporting others to achieve theirs. The teams becomes autonomous, requires little management, but it still needs it leader. 

Once structures and boundaries have been put in place, this is when you team can start doing their best work and thinking, and quickly move from storming to high performance. It is intense and not for the fainthearted, but the rewards for those who are willing to go there are so sweet.  

Behavioural level: 

With roles and norms established, the team focuses on achieving its collective goals and purpose. Team members create a vision together and own it. Team members are competent, autonomous and able to handle decision-making without supervision or interference.

In the performing stage you will see little friction and that conflict only arises because your team are in pursuit of excellence. Meetings are animated and energised. Members actively question each other's methods and approaches, not because they disagree, but because they genuinely care about performing at their best.  Now is the time for the team to stretch and challenge themselves by challenging the status

Team members feel safe and are loyal to the group, the team’s morale is high, and they feel like they belong and are working towards a greater good. Members are emotionally bought in and are strongly motivated. This does not happen by accident and the leader continues to invest their time in developing the team, the individuals and having honest conversations. 

Psychological level: 

There is a real shift in energy in these teams. Members step into vulnerability, trust and feel safe with one another. Members drop the self-preservation and ego, and genuinely care about the team and its members. Members ask for help and offering support and want the very best for each other. Members feel a strong sense of belonging and empowerment and are able to focus their energy on achieving the team’s purpose. hey don't need to waste their time second guessing others motives or communication or game playing. They channel it into fostering better relationships and on the team performance.

Leader’s role: 

Leaders should take a step back and feel really proud at what they have helped to create. However, I see many leaders getting itchy feet and begin to get too involved again. The team can run interdependently, with minimum interference from the leader. Some leaders might feel a little redundant, and want to be "one of the team". They still are one of the team, but have a very specific role. The leader now has the space to focus more energy outwards, networking, seeking new opportunities, connections and acting as a brand ambassador. They have time to influence upwards. They must be present for their teams, connected with peers, customers and suppliers, and with stakeholders. They can now, truly lead.

By developing strong systems and processes which support the performance of the team, everyone knows what needs to be done, by when and how and are all on board and committed.