Need help developing your team? This presents three different frameworks you can use to mature, grow, and train any cross-functional team.

1. Frameworks for
Developing Teams
by Matt Nigh

2. Frameworks for
Developing Teams
 Meet Matt
 Defining team development
 Anyone can drive team development
 Three ways leaders can develop any team
 Developing yourself: Forsgren
 Maturing your team: Tuckman
 Team pitfalls: Lencioni
 Three team development models

3. Meet Matt
My Career Progression
Developer -> Tech Sales -> Project Management -> DevOps -> Leading People
My Professional Background
Focused on leading cross-functional software development teams and
digital transformation consulting
Autism @ Work Advocate

4. What is Team
Development?
A group of people learning how
to work together effectively

5. Anyone can drive team development
Be vulnerable first
and be authentic
constantly
1
Immediately model
the behavior you
want from others
2
Challenge the
status quo and
assumptions
3

6. How leaders can drive team development
1. Developing and improving themselves
2. Focusing directly on team development
3. Diagnosing and elevating underlying issues

7. Models to
leverage
 Forsgren: Developing and improving leaders
 Tuckman: Focusing on team development
 Lencioni: Diagnosing and elevating issues

8. Discuss
If you want to develop a team, why would you
start by developing and adapting yourself, instead
of the team?

9. Three styles of
leadership
 Transformational Leadership: Has been shown
to be predictive of driving desired performance
outcomes.
 Servant Leadership: Focus is on followers’
development rather than desired organizational
goals. Less predictive of performance outcomes.
 Transactional Leadership: For environments
that want to maintain the current standards and
practices.

10. Transformational
Leadership
The ability of leaders to:
“…motivate followers to achieve performance
beyond expectations by transforming followers’
attitudes, beliefs, and values.”1

11. Infographic from Transformational Leadership1
Understanding Transformational Leadership

12. Discuss
What have you seen that has worked well to:
 Challenge a team’s status quo
 Inspire pride in being part of a team
 Demonstrate understanding of future vision
 Recognize professional development
 Push back on basic assumptions

13. Focusing directly
on developing
the group
Five stages of team development
 Forming, Storming, Norming, Performing,
Adjourning
 The Tuckman model provides strategies to
facilitate team development

14. Walking
through
the stages1
Stage Key Elements of the Stage
Forming Orientation to task and team
Ground rules identified
Reliant on leader
Storming Strong emotional responses to team and task
Uncertainty, anxiety, and resistance
Internal friction, conflict, crisis often are the result
Norming Open exchange of information, emotional support, team cohesions
Interpersonal team structures created
Development of group norms
Performing Team becomes a “working organization”
Capacity to problem solve and adapt to achieve tasks at hand
Outperforming Team exceeds the performance norms
Team able to function and successfully perform in the larger system
Sustainment of tasks are achieved
Mourning/Adjourning Change is embedded into the organization
Project team disbands

15. 5 Dysfunctions
of a Team
For diagnosing foundational problems:
 Absence of Trust
 Fear of Conflict
 Lack of Commitment
 Avoidance of Accountability
 Inattention to Results

16. Discuss
What have you seen that has worked well to:
 Increase trust within a team
 Minimize fear of conflict
 Gain team commitment
 Increase group accountability
 Improve attention to results

17. Absence of Trust
What does the absence of trust look like?
 Concealing weaknesses or minimizing mistakes
 Jumping to conclusions
 Hesitating asking for help
How you can build trust:
 Receive information with best intent
 Share your weaknesses and mistakes
 Offer apologies and move forward
 Give feedback and assistance

18. Fear of Conflict
What does the fear of conflict look like?
 Teams don’t have healthy debate and often
ignore debating important or risky topics
 Behind the scenes politics and decisions
How you can help lessen the fear of conflict:
 Put risky and critical topics up for discussion
 Welcome public disagreement
 Minimize back channel meetings
 Solve meaningful problems as a group

19. Lack of
Commitment
What does the lack of commitment look like?
 Ambiguity around priorities
 Paralysis by analysis
 Revisiting key discussions and decisions
How you can increase commitment:
 Create clarity for the team and individuals
 Communicate and connect larger vision
 Tie to professional growth

20. Avoiding
Accountability
What does avoiding accountability look like?
 Deadlines are frequently missed
 Manager of team lead is the single source of
accountability within the team
 Resentment between differing levels of
performers on the team
How you can increase accountability:
 Publicly debate how problems are solved
 Establish respect among team members
 Provide transparent feedback to poor
performers

21. Inattention to
Results
What does inattention to results look like?
 Organization loses achievement-oriented
employees
 Teams aren’t willing to sacrifice in their own
department to contribute to a larger good
 Team members are quick to seek credit or to
point out their own achievements
How you can increase attention to results:
 Communicate and connect to the larger good
 Constantly seek to define desired results
 Get leaders (formal and informal) to model
desired behavior and credit others’ results

22. A quick recap
Anyone can drive team development:
 Be vulnerable first and be authentic constantly
 Immediately model the behavior you want from others
 Challenge the status quo and assumptions
Leaders can drive teamwork by:
 Developing and improving themselves as
transformational leaders
 Focusing directly on team development by working to
move the team through different maturity stages
 Diagnosing and elevating underlying issues that might
prevent a team from functioning properly

23. Read these
 Transformational Leadership: A Quick Start Guide
by IT Revolution
 Accelerate: The Science of Lean Software and DevOps
by Nicole Forsgren, Jez Humble, Gene Kim
 Maximizing Team Performance: The Critical Role of the Nurse
Leader by Kirsten Manges MSN, RN
 The Five Dysfunctions of a Team by Patrick Lencioni

24. Questions or Thoughts?