How can you improve team performance with development models and theories?

While Tuckman's model is useful, team development may not always be linear. Leaders should adapt to their team's specific needs. Throughout the team development process, leaders can influence their team members without relying on formal authority by demonstrating expertise, building trust, fostering open communication, and promoting a collaborative and supportive environment. By understanding the nuances of each stage, leaders can tailor their approach to maximize team performance and achieve shared goals.

“Gringo’s” leadership models are not one size fits all! As I’m very passionate about people development, leadership and culture. Having had the privilege to grew up and lead in Brazil, Latin America, Europe and Oceania, I can share that to really connect with people we need to understand their cultural roots to be able to really connect and engage. Almost ten years ago I had an American boss and he asked me why people in Brazil used to say YES and not do what they have been asked for! I told him that YES means we listened, doesn’t mean we agree and are going to implemente it.

Tuckman’stages is a model that has been used for a long time now. It is easy to understand, use and measure. It is also very intuitive for team leaders and members to adopt. There are more updated models but Tuckman’s is still a good start for any team!

Improving team performance using development models and theories involves applying structured frameworks to enhance collaboration, communication, and overall effectiveness. Understand the stage your team is in and tailor your leadership approach accordingly. Facilitate team bonding during the forming stage, manage conflicts in the storming stage, establish norms in the norming stage, and focus on optimizing performance in the performing stage.Identify and leverage individual team members' strengths and preferred roles. Ensure that the team has a balanced combination of roles, including coordinators, implementers, and completer-finishers, to enhance overall effectiveness.

This is the best way to understand the team’s innate role structure, strengths and working on the strength and identifying development roles.

I recognised some models can help to find a frame to operate. In the other hand as Carl Jung said: “Master all the techniques. But as you touch a human soul be just another human soul.” Let’s do not over complicate, people needs to touch other people, leaders must be authentic, vulnerable and reap servant if they want to really lead, I mean be elected as a leader.

Lencioni is one of the most powerful models for team performance. I had the opportunity (and luck) of working in a team where our leader followed Lencioni's. In less than a year, we became a high-performance team (one of the very few), and our company exceeded results by multipliers of the targets. Powerful! All a team needs a leader who is knowledgeable of the model and also is trustworthy and cares for the team.

I find Blanchard’s SLii really useful. I think leading teams effectively requires different leadership “hats”, not every member needs the same kind of support at the same time. A very powerful thing about this model is the focus on two key aspects of performance: Competence and commitment. Being able to identify when and where your team members fall short on each of these aspects and why is eye-opening, it helps us provide the right kind of support.

I have always used "situational leadership" with the teams I led. It is powerful as you can meet every team member where they are in their developmental path. You can hold hands with lower performers and help them to gain skills and trust, and at the same time, launch a high flier to perform at maximum levels delegating important projects and giving them autonomy to act and thrive. In parallel, you can Mentor them for long-term performance and career development. In a few weeks, you as a leader will have gained their trust and set everyone to succeed.

As someone that has had a very unlikely career path, starting as an entrepreneur, becoming a Psychologist and than a CEO, I would advise you to think that is everything about being a simple human being touching other human being and helping them finding their superpowers. It’s not about us, it’s about them, we are here to serve.

A strong coaching and feedback culture is always the best way to create a high performing team. A GROW model for coaching and SBI for feedback are everyday tools to fuel performance of the team. The secret sauce of these models is the genuine interest of the manager to focus on the team development and interest in the team.