A guide for the team journey
From a loose group to a high-performing team
Team performance is a key factor for business success. In the 1960s, the American psychologist Bruce Tuckman developed a phase model for sustainable team development with the aim of promoting high-performing teams. This model consists of the four phases "Forming", "Storming", "Norming" and "Performing". Since Tuckman's publication, the model has helped managers, team members and HR developers to correctly assess group dynamics over the duration of a team journey, deal constructively with emerging conflicts and thus maximise team performance.
Each phase of the team journey brings its own opportunities and challenges. Of course, not every team has the same starting conditions. The starting point of the respective team is influenced by various factors - e.g. how long the team members have been working together, how intensive the collaboration is and whether the work is predominantly virtual, hybrid or face-to-face. The right team journey also depends on this. In the following, we will use an example to explain how you can optimise team performance in your company. This exemplary team journey actually starts at the point in time when the team finds itself in a new composition. We also give you tips on how you as a manager can make a meaningful contribution to the team journey.
A team journey can look like this, for example:
1st phase of team development: Forming (establishing contact)
The first phase begins when the team is formed. The members know each other little or not at all, may have positive expectations of the forthcoming collaboration or may feel uncertain. Neither processes nor responsibilities have been defined. The task in this initial phase of team development is to get to know the other people and understand the challenges ahead. The individual goals of each team member combine to form a common goal for the entire team.
As a manager, you should create an open basis for communication in the "Forming" phase and clearly define the goals and visions of the project. Make sure that each individual is well informed and support the familiarisation process by creating a welcoming atmosphere. Ideally, this step takes place in an offsite programme lasting several days, during which the team members take time away from their day-to-day work to get to know each other and define common rules of cooperation.
Cast off - forming the ship's crew
Content: Development of team purpose and agreement on team ambition, sharpening and buy-in for roles and responsibilities, clarification of work mode and communication standards
Skills: Effective communication and the basics of an effective meeting culture (e.g. agenda setting, timeboxing, taking minutes)
Team building: Personal user manual to get to know each other
2nd phase of team development: Storming (conflict)
The first conflicts between team members usually arise during the familiarisation phase. This is a normal phase of the team journey, but it can be challenging. Subgroups may form and tensions may arise between members, initially weakening team performance. The team may also realise that there are obstacles to their approach, which can affect motivation.
At this point, it is important for the team lead to adopt the right strategy as a mediator. Remain neutral and moderate conflicts without taking control. Encourage constructive discussions in order to integrate different perspectives. In this way, conflicts do not escalate and you can redirect the focus back to the common goals of your team. In this phase, we offer several methods to support the team members in their day-to-day work. It is a good idea to organise another offsite after 2-3 months to reflect on the challenges experienced so far and to readjust or supplement the rules of cooperation. Conflict work is also best done outside the familiar environment.
Setting sail - basics for the journey
Content: Discussion of governance and decision-making mechanisms, principles of collaboration (team charter), dealing with conflicts based on use cases
Skills: principles for feedback (Johari window or Radical Candor), basics of agile working, growth mindset
Team building: feedback walk
3rd phase of team development: Norming (organisation)
In the "norming" phase, new behaviours and manners emerge as a result of the team members getting to know each other. The group organises itself and finds further rules according to which it wants to work together. All of this involves open co-operation, which can mean both discussion and confrontation. Even if not everything is running smoothly yet, the team is now working in a much more solution-orientated way and distributing the work sensibly. This shows whether the group is capable of overcoming crises.
In your position as a manager, you take on the role of advisor in the "Norming" phase. Support the team with learning nuggets to improve the team culture and be patient, as this process can take some time. Make sure that everyone sticks to the agreed arrangements.
Stormy waters - mastering challenges
Content: Reflection on focal points and lighthouses, commitment statements, review agreements and retro transfer phase (adaptation of rules if necessary)
Skills: Further development of project management (e.g. Kanban or OKRs), self-organisation, prioritisation and decision-making
Team building: getting to know each other better (water lily method)
4th phase of team development: Performing
When a team reaches the "Performing" phase, the period of conflict and chaos is behind it. It has learnt its strengths throughout the team journey and all members have found their role in the team. In this final phase, successful teams are now less concerned with group collaboration and more with achieving common goals. The team works independently and efficiently. Emerging conflicts can be recognised at an early stage and resolved in good time.
As a manager, you form the brace around the team in the "Performing" phase and are there when conflicts or uncertainties arise. Always offer your high-performing team the freedom to innovate and remain available as a sparring partner.
On course for further successful cooperation - reflection and outlook
Content: Retrospective of the current year, team vision and priorities for the following year, review of previous agreements, development of the work programme for the following year
Skills: Goal setting and tracking, prioritisation (e.g. SMART)
Team building: shaping the team vision for the following year, feedback on strengths and appreciation
Fazit
A team journey is particularly useful because it strengthens cohesion, builds trust, and deepens collaboration on a personal level. Away from day-to-day operations, there is room for open dialogue, fresh perspectives, and strategic thinking without distractions. Such experiences not only foster interpersonal dynamics, but also create a shared vision and strengthen collective leadership responsibility - important prerequisites for an effective and resilient management team.
