The Change Imperative: Part 2 of 3

How to Recruit, Define and Manage a High-Performing Team

You understand that you can’t implement a change initiative on your own, and need to surround yourself with people who can help. Enlisting a few trusted colleagues may be the easy solution; however, the more critical question is what skill sets do you need to tackle the tasks outlined in your Project Plan. And once your team is formed, how do you ensure everyone works together effectively?

Spearheading successful change initiatives starts with a well-defined team comprised of complimentary skill sets needed to accomplish the project. To do this, focus your recruitment goals. When you initially scoped the project, you detailed individual tasks that needed to occur for a change initiative to be successful.

Now it’s time to identify the skills required to accomplish each task and match those skills with available employees. The chart to the right illustrates how to do this*. You’ll likely be actively recruiting throughout your project as strategies are adjusted and different skill sets are needed.

Once you’ve recruited the right mix of skills, clearly define their roles. Team members need to understand why they were selected, EXACTLY what they are responsible for and the timeframes they need to hit (including weekly participation expectations). Members armed with clear responsibilities will appreciate the value they bring to the team and will be motivated to share their expertise.

Once you’ve compiled your team, it’s critical to understand the 4-stages of team development** as it will require adjustments in your leadership style to grow individual performers into a high performing team.  We’ve given you a 35,000-foot view below; click here for a more in-depth look at team behavior at each stage and your corresponding leadership style.

As your team is forming, members typically are polite and listen to each other, appearing to accept everyone’s ideas without question. During this stage, facilitate open discussions on expectations, highlight individual strengths of each team member, identify end goals and break down the project into assignable tasks.

Once team members have become comfortable with one another, the team moves into the storming stage where meetings are more about arguing rather than discussing. Active listening is out the window and interrupting one another is typical. As the Team Leader, you should provide clear direction and encourage open discussions; however, step in to ensure everyone is heard. Continually refocus the discussions on project goals vs. who is winning arguments. This can be an uncomfortable phase and one Leaders’ typically like to rush. Fight that temptation hard and don’t rush this phase – if a member doesn’t feel heard, storming will likely resurface later in the project.

Once you’re past this challenge, your team enters the norming phase. They begin to accept team member strengths and everyone can calmly discuss differences of opinion. The team’s priority becomes solving problems and everyone’s input is valued when tackling tough issues. It’s time to take a small step aside while re-confirming individual roles, focusing on positive accomplishments thus far and highlighting the end game.

When your team reaches the performing stage, they are pretty much self-sufficient, actively listening to each other and working together to determine solutions. In this phase, it’s typically hard to determine who the official “leader” is as active leadership is no longer required. That said, let them know you’re still available if needed and periodically check in to ensure the continued success of the team.

Setting your team up for success signals the next critical phase of managing change: developing your communications plan. Tune in next week as we review how to communicate what matters most to employees.

* Project Management Jumpstart, 2^nd Edition, Kim Heldman, PMP, 2005, Jossey Bass.
** Tuckman’s Group Development Model, Bruce Tuchman, 1965.