In the digital economy Leaders need to cultivate a winning team culture where teams create

value even remotely in a network organization with personal power they lead people with position power

they manage work they know the difference So they manage by head to enforce order

and lead by heart to stoke morale They adapt their leadership style to the work

situation They nurture relationships with the right enablers to promote agile team performance not individual performance to do it

well they hone three critical skills empathy engagement and execution In the previous episode you learn to reflect on assess

and track growth of the quality of your relationships Using the ABX 4.0 relationship bar your

team can use this simple tool to stoke the energy of shared purpose When used by all

your teams to strive for five your company will cultivate a corporate culture that strives for excellence In

this episode you will learn the four stages of team development that correspond to the levels

of effectiveness or success that your team can achieve Depending on the written and unwritten norms that

you cultivate the Abex relationship bar can help you to understand to choose and to

develop the right norms for your winning team Let us start by learning the four

stages of team development The psychologist Bruce Tuckman came up with the memorable phrase forming storming norm and performing in

a 1965 paper developmental sequence in small groups is what he called it His work describes very well

these four stages of development that correspond to the increasing levels of effectiveness or success that your team can achieve

Stage one forming forming starts at the first meeting goals and standards are discussed and agreed key performance

indicators objectives and key results are defined roles and responsibilities work processes progress reports to

submit schedules to follow technologies to use And if there are any they review the relevant

values to uphold as a team in the orb X relationship bar teams start the forming stage with

the unity of space and quickly engage in unity of thought as they agree on the elements that make

up your team Charter members generally look for and are pleased when they find that they have certain

similarities at this stage The same school the same hometown common friends problems do not

usually come up at this stage of development On the contrary excitement and eagerness to work

are common Often unexpectedly the unity of thought spills into the storm in the storming stage The leader

and members of the team discover hate they have differences and they discovered that for

the first time it could be as simple as a difference in terminology that they use

may maybe the same words with different meanings or vice versa That's not what we called it In my previous

job it could be expecting something to get done in a certain way but isn't or

expecting something to get done sooner Like doesn't miscommunication differences of perception differences of pace accuracy or or

even neatness all of them trigger tense moments that could easily escalate into conflict What will

the leader do and how will members address these potential conflicts Differences are addressed in the

next stage called norm Generally speaking few people are willing to change their ways of

thinking and doing things too easily In the stone age our reflex was either fight or

flight In the digital age You might want to add ignore you know sweep it under the

carpet you don't have car set aside Arguably it is a form of flight So how will a difference be

settled when solving a problem and different ideas are expressed How will it be decided Will it be

by idea autocracy You remember that in Indonesia We have a we have a we saying it we

say Sdo Pandi to ratu The queen has spoken after the queen speaks It's quiet Will it be idea democracy

Let's vote on this idea bureaucracy escalate or will it be idea meritocracy So the team's

norms are formed during this norm stage the leader plays a very important role the final stage

of team development is called performing It is simply the outcome of the norms that were chosen

previously chosen consciously or subconsciously In our remake of Pacman's model we show progressively higher levels of the effectiveness for

unity of thought unity of context and unity of spirit Will your team strive for five for the unity of

spirit to perform at their highest level of effectiveness Is there a checklist of norms

that winning teams need to cultivate a ag team performance Find out in this episode

you learn the four stages of team development How forming inevitably leads to storming how unwritten norms

formed by the team to manage their differences will determine how the team performs and

how the team can use the orbs relationship bar to stoke the energy of shared purpose to perform at

the highest level of effectiveness with unity of spirit In the next episode you will learn

the five dictums of a winning team The five victims will help you understand the key roles

that team leaders perform to build winning teams that go beyond results