So what went wrong? Why isn't the team functioning as well as it could? Let's begin to address these questions by reviewing some of the characteristics of effective work teams.

• Team work starts with communication. Team members must feel free to express their views, confident in the knowledge that their ideas will be seen as constructive attempts to contribute to the team's goals. If team members hold back, keeping their thoughts to themselves, the whole purpose of a team is undermined. The best teams are characterized by a free flow of information, both within the group and between the group and the rest of the organization.
   
• Effective teams are made up of individuals who are committed to the team and the team's goals. Team member commitment is reinforced and enhanced when team members trust and support each other.
   
• Team leaders must provide a sense of direction, encourage trust, provide support, and create a sense of urgency within the group. The best team leaders are seen both as role models and as true members of the team.
   
• An effective team is made up of the right people. Teams should usually be comprised of 5-7 members, contain individuals with the right skill mix, and include members with diverse perspectives.
   
• Teams should be rewarded as teams. When the group succeeds, the whole group should receive rewards and recognition. Rewarding individuals for team accomplishments is a surefire way to break down team morale.

Does this mean that a team with these characteristics will immediately and automatically function at peak efficiency? Of course not. All teams, even the best teams, must go through a development process with distinct stages.

• Stage 1: Forming. This is the awkward stage when a group or a team first meets. At this point, it is not clear what roles people will play, who will emerge as a leader, and whether the group will be successful.
   
• Stage 2: Storming. As the group or team begins to take shape, there is a certain degree of negotiation regarding how tasks will be allocated, whether decisions are seen as just whether team members think their skills are being utilized properly, and so forth. This can be a time of conflict between members of the team.
   
• Stage 3: Norming. At this point a clear group/team structure is present. A leader has emerged, team members know each other, and each person's role becomes clear. Expectations for performance and behavior are also set at this time so team members have a sense of what is acceptable team conduct.
   
• Stage 4: Performing. Now the group or team is ready to perform and meet its objectives. The team undertakes work toward agreed-upon goals and begins to produce results.

Successful team leaders understand the stages of team development and use this knowledge to help guide their team through these stages.

 
 
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