Stage 1: Forming

In the Forming stage, a team comes together for the first time. Members are polite but cautious as they try to understand their roles, the group’s purpose, and the expectations. This is the “getting to know you” phase. People often hold back their thoughts and ideas as they navigate the new dynamic.

For leaders, this is a critical time to establish a shared vision and set clear objectives. Think of it like planting a garden—you need to prepare the soil (clarify expectations) and provide the right conditions (psychological safety) for growth. The foundation you lay during Forming sets the stage for success later on.

Practical Tip: Use team-building activities or informal check-ins to help team members connect. Simple questions like, “What excites you about this project?” can go a long way in building rapport and alignment early.

Stage 2: Storming

Once the honeymoon phase fades, the team enters Storming. This is where conflicts often arise as personalities clash, and differences in opinions or working styles come to light. While this stage can be uncomfortable, it’s essential for growth.

In Storming, leaders must act as guides rather than referees. Conflict isn’t a bad thing; it’s a natural part of creating a stronger, more cohesive team. By addressing disagreements openly and encouraging constructive dialogue, leaders can help the team develop trust and respect.

Practical Tip: When conflicts arise, encourage team members to focus on solutions rather than assigning blame. Ask questions like, “What’s the best outcome for the team?” to redirect discussions toward shared goals.

Stage 3: Norming

In the Norming stage, the team begins to find its rhythm. Roles are clearer, processes are established, and trust starts to form. Collaboration improves as members understand each other’s strengths and learn to work together more effectively.

Leaders can use this stage to reinforce the systems and behaviors that foster collaboration. Recognizing and celebrating progress—no matter how small—builds confidence and motivates the team to keep moving forward.

Practical Tip: Use this stage to implement systems that make teamwork easier, such as shared tools, communication protocols, or weekly check-ins. Positive reinforcement goes a long way in keeping the momentum going.

Stage 4: Performing

This is the stage every team strives for: Performing. The group operates as a well-oiled machine, tackling challenges with confidence and delivering exceptional results. Communication flows smoothly, and members rely on each other’s strengths to achieve their goals.

At this point, the leader’s role shifts from directing to supporting. By removing obstacles and providing encouragement, leaders help the team maintain its performance and adapt to new challenges.

Practical Tip: Don’t assume that high performance will last without effort. Check in regularly to identify and address any roadblocks. Encourage the team to reflect on what’s working well and what could be improved.

Stage 5: Adjourning

The final stage, Adjourning, is where the team disbands after completing its work. This stage, added in 1977, acknowledges the emotional and professional closure that comes with ending a team’s journey. For some members, this can bring a sense of accomplishment, while for others, it may feel like a loss.

Adjourning is an opportunity to reflect, celebrate, and learn. Leaders should encourage team members to share their insights and recognize the contributions of everyone involved. But the value of Adjourning goes beyond reflection. The lessons learned during a project don’t just benefit the organization—they enrich the individuals who participated.