team development

My experience of leading an adjourning team

My experience of leading an adjourning team

Continuing with my focus on the Bruce Tuckman model, this week I recount my experience of working with adjourning teams. 

Having spent most of my leadership career unaware of this stage, when I experienced it due to a large account loss it became the most profoundly affecting leadership experience of my life. 

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My experience of leading a performing team

My experience of leading a performing team

Continuing with my focus on the Bruce Tuckman model, this week I recount my experience of working with performing teams. 

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My experience of leading a norming team

My experience of leading a norming team

Continuing with my focus on the Bruce Tuckman model, this week I recount my experience of working with norming teams.  

I have always found the norming phase the most challenging

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My experience leading a forming team

My experience leading a forming team

Continuing with my focus on the Bruce Tuckman model, this week I recount my experience of working with forming teams. 

I love the forming stage of teams. Its always full of promise and excitement and as a leader I always felt most needed at this time. 

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The induction programme is dead, long live team self-awareness

The induction programme is dead, long live team self-awareness

As leaders and indeed as team members, we are often introduced to a role rather than a team.  Sure, there may be an awkward team lunch on your first day but in general induction programmes tend to focus on systems, processes, compliance factors and getting to know the product.  All of this is of course necessary but in fact the easier stuff to learn on the job.  In fact, you often find that you re-learn it once you start operating in the day to day or ‘real world’ interpretation of the corporate procedures.  And you re-learn it from your team.

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