A Manager's Guide to Groups
How to facilitate a team like the boss you are
One of the biggest changes that comes with being a manager is the shift from thinking just about your work to having to provide direction and support to a team. Part of that is managing the team as its own entity. How do your folks work together? How do they resolve conflict?
Instead of simply being a member of the group, you now need to take a giant step back and facilitate the group process. Your work IS the group.
If you’ve never been in this role before, it can feel daunting. You’ve been to plenty of meetings where nothing gets done; been on committees or teams that don’t produce an outcome; or if they do, you’re pretty sure it’s because one person did all the work. Does being the leader of that make you feel nervous? Makes sense.
I promise teams don’t have to function this way. There are moves you can make, both inside and outside group meeting times, to facilitate a cohesive, productive team. The first step is understanding the group formation process.
The Stages of Group Formation
First developed in the 1960s by Bruce Tuckman, the Stages of Group Formation is a framework that helps us understand how a group dynamic develops over time. The stages help us understand why a group is acting a certain way and give us insight into how to best support them.
There are 5 stages of group formation: forming, storming, norming, performing, and ending (sometimes called ‘mourning’ or ‘adjourning’ to keep the nice rhyme scheme.) I’ll provide a brief overview of each stage first. Then I’ll dive into strategies that you can use to facilitate the team at each stage.
Forming
As you might guess from the name, this is when the team first comes together. It’s normal for group members to feel a mix of excitement and anxiety. They’re both ready to do the work and simultaneously nervous about how they’ll gel with everyone else.
You’ll notice that most people are being extra polite and staying at surface-level details. No one wants to rock the boat at this stage. They don’t trust each other yet and are hesitant to be vulnerable or disagree.
Storming
Storming is the stage where the group dynamic starts to feel messy. Group members are starting to test the waters: what will happen when I disagree with someone else on the team? You’re starting to see everyone’s personality and work style differences.
This is also the stage where the reality of the project hits. Group members might be worried that they can’t produce the right things. Or maybe the group hasn’t made as much progress as everyone expected.
This stage can manifest overtly in arguments and power struggles. Or, it can be more subtle, like a general sense of tension.
Norming
When a group successfully navigates the Storming stage, they move on to Norming. At this stage, group members understand and trust each other. They share ideas freely and manage conflict well. There is a sense of a cohesive whole. The team has its processes in order and everyone is clear about goals and responsibilities.
Performing
In this stage, a group is a well-oiled machine. They are doing the work. Group members are optimistic and proud of their contributions. They pitch in to help because there is a strong commitment to each other. Essentially, this is the sweet spot in the process.
If the group changes at this stage, it will move backward to a previous stage. For example, if a group member leaves, the dynamic changes and the group needs to re-form its identity without the missing teammate. The same thing happens if a new person joins the team: how will they fit in? What will they contribute? Don’t stress if it feels like the team is “moving backward”; it’s simply reconfiguring around the change.
Ending/Mourning/Adjourning
At this stage, the work is done. If the group was formed just for that project, it means team members might not work together closely again. Or, if it’s a stable work team, it means that they’ve finished a significant endeavor. Either way, something is over.
Team members might feel sad at the loss of community or anxious about what comes next. They can also feel proud of all they accomplished together. It is a mixed bag, and the team’s energy and motivation can fluctuate during this time.
Your Tasks as Manager
Your goal is to help move the group along these stages (possibly multiple times if the group composition changes, as noted above in “performing”.) At the heart of this task is being able to “float above” the content of group conversation and focus on the group’s process. This requires emotional stability so you don’t get swept up in the group dynamic.
I’ve developed a persona that takes over in these situations. To activate it, I imagine putting on my “group facilitator” hat. When I’m wearing that hat, I’m calm, attentive, and emotionally grounded. Instead of contributing ideas, I’m noticing how group members are talking to each other and whether the group is making progress on its goal. I even feel different in my body: I’m like a deeply-rooted tree. Nothing the group does can knock me over or catch me off guard.
I am not just in this state naturally. This is a mindset I’ve intentionally practiced over time. You’ll develop your version of it as you get more experience.
Reflection prompt: How can you ground yourself before a group meeting so you stay focused on process instead of content?
Each stage of group formation also has particular tasks to help move the group forward. Here are some examples for each stage:
Move through “Forming” by…
Presenting clear goals and outcomes for the group
Providing structure and distinct tasks for each person
Creating space for group members to get to know each other
Developing group agreements to build trust
At this stage, you’re the one in charge! Group members will look to you for guidance on what to do. Remember, they don’t trust each other yet, so they look to you as the authority figure in the room. It’s okay to lean into this for now (just be ready to relinquish control later.)
Move through “Storming” by…
Acknowledging the conflict
Holding space for multiple viewpoints
Validating concerns
Modeling active listening and sitting with discomfort
I could (and will) write entire articles on these skills. For now, the main thing to remember is you have to let some conflict happen. That is, don’t step in too quickly to relieve tension. If you do, the team will come to depend on you to solve all of its problems. You have to let the group see that they can overcome challenges together. A few key phrases that can help with this are:
“I’m hearing X and Y. Can we bring those together somehow?”
“Tell me more about what you mean by X.”
“Does anyone have a response to X?”
The place you will want to step in is to clarify the group’s goals. I’ve noticed that group members will interpret goals differently unless the goals are incredibly clear. Those different interpretations are the root of a lot of misunderstandings. I remember one meeting where the group was charged with creating a program about information literacy for college students. Some people interpreted “program” as a single workshop and others assumed we needed to make an entire curriculum. There was a good bit of tension in the room until we realized what was going on and clarified what exactly “program” meant.
Reflection prompt: What is it like for you when people disagree with each other?
Move through Norming by…
Allowing for flexibility in the group’s process
Honoring group members’ skills and strengths
Clarifying and recording group decision-making
This is the stage where you’ll want to synthesize everything the group learned during Storming. If team members have taken on distinct roles (for example, researcher, editor, or graphic designer), make note of them. Allow group members to take on tasks they are best suited to. This helps everyone feel the greatest confidence in the group’s success.
Move through Performing by…
Monitoring progress
Anticipating potential challenges
Getting out of the dang way!
At this point, the group is going. Allow everyone to do their thing! You’ll want to follow up on deadlines to make sure the project stays on track and plan for any contingencies. But in general, if the group has progressed through the other stages effectively, everyone is just doing the work at this point.
Move through Ending by…
Documenting what worked well
Documenting lessons learned
Celebrating!
Our natural tendency is to just stop thinking about the project once the tasks are done. But we do the group a huge disservice when we do. Do not let a group disband without reflecting on the process! What you learned about how to work together is just as valuable as the end product. Even if the group is never going to work together again, each group member can take their learning to the next group they work with.
Be sure to give the group a chance to celebrate and recognize the end of the process. Emotional closure will be very important to some members of the group (and possibly to you!)
Reflection prompt: What do you need in order to feel like something is finished?
I’ve given you plenty to chew on, so let’s call this one a wrap. I can’t wait to hear what you think in the comments!