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15 May 2012    13 comments
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TA Life Cycle

Over the next four weeks on this blog, I will be putting the spotlight on the Team Alchemy Life Cycle – examining how teams can progress quickly and efficiently to a state of high performance teamwork, or “Team Alchemy”.

  1. team traction: setting up team performance – ensuring a fast start
  2. team calibration: learning to perform as a team – tuning the team to run smoothly
  3. team momentum: delivering consistent team performance – but still has unrealised potential to fulfil
  4. team alchemy: the state of high performance team work 
  5. team reset: disbanding or reforming – the team needs to refocus its’ efforts

As I examine the process of moving from Team Traction through to Team Alchemy, I’m keen to hear of real-world examples, issues and challenges which are relevant to those who read this blog. In a nutshell – I would like your opinions below in the comments section about your thoughts on the challenges which face teams as they form and come together to achieve objectives. What are the keys to success and roadblocks we face? How can we negotiate them? Do you have well-known examples which resonate with you and demonstrate teams moving successfully to a state of high performance that you would like me to refer to in my musings? Of course I have my own thoughts on these topics, but ideally I want to write knowing that I am addressing challenges and issues which are relevant to those reading this blog.

I look forward to reading your comments and responding to them. I have no doubt that there are some interesting opinions and views out there within my mailing list, and I can’t wait to respond to them over the coming weeks’ blog posts!

Regards,

Trevor.

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© 2013 Team Alchemy. Click here to read about the Team Alchemy writers.

May 15 2012
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13 Comments · Make a comment

  • Phil Laurence
    team reset

    What are your thoughts regarding the re-setting of a team that has lost one of its key members, while at the same time gaining two new ones? Back to team traction...or is there another solution?

    - Phil 

  • Trevor Laurence
    @phil

    Changes in team membership need to be well managed, especially if they are of key players in key positions. Another factor is the total number of people in the team. E.g. With one person leaving and two joining it will make more of a difference if the team total number is 5 compared to 15. Good question - I'll pick this up further within the next few blogs.

    - Trevor

  • Mick Owen - TLR Comms
    Reset or renew?

    Most of my experience is with sports teams but whenever significant changes occur I believe you have to assume "the needle returns to the start of the song" to quote Del Amitri. If past experience allows you to move through traction, calibration and momentum more quickly well and good but I wouldn't assume this is going to be the case.

    - Mick Owen

  • Sophie Joe
    Calibration

    From my experience, I see the importance of whole and full-depth Team Calibration neglected or deliberately ignored/denied. As a result of rushing through this critical step, the team may land on Team Momentum or may even achieve partial Team Alchemy briefly. The team may appear to have enough qualities displayed in patches that mimics those of high performing teams, but never in full or with sustainability. What are your views on this? What are your views on this Trevor?

    - Soph

  • Richard Whitney
    Mergers and Acquisitions

    I have noticed a particularly challenging sort of 'reset' is when teams are throw together from two organizations coming together. Things can easily get stuck at the Traction phase if team continue to identify with their past teams, and loyalities. I think one of the keys here is to refocus on some common goals and to move past the ' our way is better than your way' debates.

    - Richard Whitney

  • Robert Powell - Gen-i
    Team Traction

    In the early phases it is important to get across the whole team and sense the temperature and challenges, but more in a listening mode than preaching. Lots of reassurance required to team on positives due to changes, as there is always an upside. You choose as a leader whether glass half full or half empty!

    - Robert Powell

  • Robert Powell - Gen-i
    Team Calibration

    As a leader you need to get really clear about the team goals are and what success looks like. This really helps in my experience when the team are making day to day decisions and the ship is to stay on course! With this clarity the team feel empowered to make some decisions which builds buy in and engagement.

    - Robert Powell

  • Will Graham
    Team Reset - sooner rather than later?

    The team reset is sometimes required much earlier on in the lifecycle. Often we believe team momentum and team alchemy will follow on from team calibration, but it doesn't, and we keep waiting, and waiting! ...... a strong leader or organisation needs to push for team reset sooner rather than later if the team calibration is not making positive progress!

    - Will Graham

  • Trevor Laurence
    Trevor - my thoughts

    Good point Mick. I think you highlight well the danger of assuming everyone will adjust seamlessly to a membership change. How familiar a new team member is with the team, its' goals, operating methods, values, behaviours etc is another factor to consider. If the new member has had close interactions as a key external stakeholder (eg supplier of some expertise or service) or "loose" team member, and been involved in lots of team actions then perhaps more emphasis is on personal induction and understanding their role rather than the need for a full team reset. So in this case renewal or recalibration rather than reset. I believe this applies to work teams or sports teams...

    - Trevor

  • Trevor Laurence
    Trevor - calibration thoughts

    I agree with several of the threads about the effect of not calibrating successfully as a team. This is often the 'reality check' phase following start-up (traction) and requires deliberate and conscious actions to embed the disciplines of team performance. This includes adopting the mindset, behaviours and processes for external collaboration as well as several of the internal team initiatives raised in the comments. Calibration is emerging as a key focus area for an upcoming blog. Thanks for the collective comments and different perspectives.

    - Trevor.

  • Liz Jones - thetrainingstudio
    First Things First

    I've been doing some work recently with teams whose biggest challenge is being seriously time-poor. Everything is rushed. The challenge is around them understanding the fundamental importance of planning, setting objectives etc. We've been using the Covey 7 Habits to help them as individuals understand the stages of successful planning & implementing. The next step would be to look at the Team Life Cycle and apply the learning's to the bigger team picture too. I agree with Sophie's point re needing to experience all stages on the way to Team Alchemy in order to sustain that state long term.

    - Liz Jones

  • Team Launch

    When is a team officially launched?

    What I mean is, that teams start to build very informally, can actually start building momentum, and a life on their own, before a real thought on launch is considered and put into a structured approach. Lots of teams loose time that way, and actually start developing patterns of their own, which may later need to change. In the very early phase, you also find people rushing to join teams instead of being idle (on the bench) which may not be needed after a bit of scrutiny. The first 5 days often determines the next 5 months.

    - Nic

  • Darryl Bayard - Gen-I
    Individual vs team goals

    A key challenge I face is how to balance team versus individual goals and how this impacts the willingness of the team to work together. This is particularly an issue with a sales team where members have their own incentives (commissions) and targets to achieve. In this situation individual performance impacts personal financial outcomes so is a powerful motivator.

    - Darryl Bayard

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