THE MILLER COMPANY Ideas that Inspire ™

I recently encountered a formula for the stages of life a team goes through.  The team can be small, or the team can be an entire organization – the dynamic is the same regardless of the numbers.  The stages are as follows: 

Forming – start-up phase characterized by high energy, creation of vision and goals 

Storming – the “honeymoon” is over, and goals and cohesiveness must be reestablished   

Norming – fine tuning stage as tasks are being completed 

Performing – tasks are completed, and competence is established 

Transforming – accomplishments are celebrated, and future direction is established 

As I thought about it and worked through the implications, it became plain to me that these stages also apply to projects that occur in a work setting, including a work product many of you are familiar with – a recognition and rewards system.   In your role as the leader – either of a team or a recognition system – which of the stages are most critical and need the greatest amount of attention?  The stage that we all work toward is certainly “Performing” – it’s where the payoff for all the hard work comes.  In this stage all is well, everyone knows what’s going on and problems are minimal.  The Performing stage is important to a leader as the validation of the vision established earlier and the resources applied to achieve that vision; but it’s dangerous for a leader to “camp” in this stage or in the preceding “Norming” stage (which is really just a warm-up for the Performing stage). 

In your leadership role, you should be spending most of your time creating vision and energy (Forming); maintaining a steady hand through difficulties when others want to take an easy, but incorrect path (Storming); and evaluating your current situation to look for opportunities for improvement and to ensure you are preparing for future conditions that may be different than present circumstances (Transforming). 

In my work, I frequently encounter companies where recognition and rewards systems are old, stale, and ineffective.  Significant money is being spent and wasted because leadership hit “Performing” at some point in the past and just stayed there, either ignoring or not realizing that, at some point, circumstances and environment changed such that the system was no longer working.  All of us “own” our work product and must provide some measure of leadership to create an environment where continuous improvement is practiced and appreciated.  It can be hard, because you’re purposefully leaving a comfort zone, but it’s critical if you want to enjoy long-term success. 

Regards, 

Tom