Why isn’t my team working? If this question resonates with you, then rest assured, you’re not alone!
Because, let’s face it — leading a team isn’t always smooth sailing. One day you’re setting a clear direction, and the next, it feels like half the team has wandered off the trail while the other half is arguing about which way to go.
And that’s totally normal.
Every team — yes, even the brilliant, high-performing ones — start off a bit rough around the edges. People are finding their feet, figuring each other out, and trying to get clear on where they’re heading and how they fit in.
That’s why understanding how teams develop over time is such an important leadership skill.
Enter Bruce Tuckman’s team development model. It breaks down the journey into four key stages: Forming, Storming, Norming, and Performing (plus a fifth, Adjourning, when the team wraps up). And once you can spot where your team’s at — and what they need from you at each step — you can lead them forward with more purpose and less second-guessing.
So, whether you’ve just inherited a team, are forming one from scratch, or you’re somewhere in between, understanding these stages gives you the power to lead with empathy, strategy, and confidence.
This is the awkward first date of team development. Everyone’s polite, smiles a lot, and no one wants to rock the boat.
Team members are figuring each other out, quietly wondering things like: Do I belong here? What’s expected of me? Can I even do this job?
In these early stages, your role as a leader is less about managing performance and more about creating clarity, connection, and confidence. Here’s how to lay that groundwork:
💡 Pro tip: Want a high-performing team? Start with engagement. Gallup’s global research shows that engaged teams have better retention, productivity, and profitability.
Ah yes, the “this is harder than it looked” phase. Welcome to the growing pains. Conflicts arise, personalities clash, and power struggles might surface.
People are feeling more comfortable as a team, and now they’re starting to challenge ideas, question decisions, and maybe even question you. This can feel chaotic, but it’s essential.
It might feel messy, but it’s a sign your team is starting to trust each other enough to be real. Your job isn’t to avoid the conflict — it’s to guide your team through it. Here’s how:
💡 Pro tip: Research from MIT Sloan (2024) found that the root cause of many crises can be traced back to environments where employees felt unable, or unwilling, to voice their concerns.
The dust settles. Your team is starting to figure out how to work together. Relationships strengthen, roles become clearer, and meetings don’t feel like group therapy.
Trust and collaboration begin to grow. Conflict is managed better. People are more open and confident to contribute.
As a leader, your focus now shifts to strengthening connections, supporting autonomy, and fine-tuning the way your team works together. Here's how to nurture that momentum:
💡 Pro tip: Watch for regression back into storming (it happens and it’s normal!). Keep coaching individuals and reinforcing shared goals.
Your team is humming. Collaboration is strong, problem-solving is proactive, and results speak for themselves.
The team is high-functioning, adaptive, and focused on shared success. You’ll see initiative, peer coaching, and innovation.
Now’s the time to lead from a place of quiet strength — stepping back, trusting your team, and staying tuned in to their growth. Try this:
💡 Pro tip: According to Opio (2024) and Zimba (2024), however, this stage is only as effective as the leadership of the team, as the leader must continuously reinforce the team’s positivity and ground rules to avoid regression.
The project is wrapping up, the goals have been met (or pivoted), and the team is preparing to disband or move into new roles. There might be a sense of pride, but also some sadness or uncertainty about what’s next.
This stage acknowledges that even the best teams eventually part ways. Whether it’s the end of a project, a restructuring, or team members moving on, this transition can stir up mixed emotions. Some team members may disengage early; others may feel deeply connected and mourn the shift.
Your job is to create a meaningful wrap-up. You’re the one who calls out the team’s accomplishments, celebrates the growth, and helps people transition with clarity and confidence. Here’s how:
💡 Pro tip: The way a team ends has a lasting impact on how members feel about the work they did — and their future engagement. A well-led ending fosters professional closure and reinforces a culture of appreciation and growth.
Leadership today isn’t what it used to be. It’s faster, more complex, and happening in hybrid environments where it’s not uncommon for people to barely meet in person. New leaders are being asked to deliver results and build strong teams, without always being shown how.
Here’s what you’re up against — and how the Tuckman model helps you make sense of it all:
“Studies indicate that 50% to 60% of new leaders fail within their first 18 months." — Genius
That stat isn’t just scary — it’s telling. Most new leaders don’t fail because they lack potential. They fail because no one taught them that leading a team means managing its development, not just assigning tasks.
Tuckman’s model gives you a map. It shows that conflict (Storming) isn’t a red flag — it’s a normal step. That awkward silence in early meetings? Totally Forming. Without this understanding, it’s easy to panic, over-manage, or disengage. With it, you can lead with confidence, even when things feel messy.
“44% of managers report receiving no formal training.” — Financial Times
If no one’s handed you a leadership playbook, don’t worry — Tuckman’s model is a solid place to start. It offers a practical framework to:
Think of it as Team Dynamics 101 — simple, visual, and incredibly useful when you’re leading without a manual.
“Younger professionals are increasingly avoiding traditional leadership roles to protect their mental wellbeing.” — Business Insider
Let’s face it: leadership has a branding problem. It often looks like stress, pressure, and conflict, especially during Storming. But what if we reframed leadership as guiding people through natural phases of growth, not dominating or fixing them?
Tuckman’s model gives leaders — especially emerging ones — a healthier, more human perspective. It encourages empathy, not ego. It sets realistic expectations. And it reminds us that struggle isn’t failure — it’s formation.
This clarity can make leadership feel less overwhelming and more meaningful to a new generation who craves purpose and balance.
You’re not there to have all the answers — you’re there to guide your team to find theirs. So,think of yourself as the conductor — guiding the tempo, spotlighting strengths, and helping your team find their rhythm.
Remember: Every team starts messy. But with the right support (that’s you!), they can become something truly extraordinary.
Understanding which stage of team development you're in — whether it's the polite beginnings of Forming or the productive rhythm of Performing — can feel like guessing the weather without a forecast. That’s where this quick self-assessment comes in. It’s designed to help you reflect on your team’s current behaviours, challenges, and wins, so you can confidently identify where you are in the Tuckman model — and what kind of leadership your team needs next. No fluff, just clarity.
And if you’re ready to go deeper, check out RedSeed’s course: Understanding Team Dynamics.
Karen Gowans
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