In today’s fast-paced work environment, teams are often seen as the backbone of organisational success, particularly in the UK.
Whether in large corporations or smaller enterprises, the team structure is typically adopted to:
- Distribute workload
- Encourage collaboration
- Achieve common goals.
However, while teams can be highly effective in theory, in practice, individuals are sometimes able to 'hide' within the team environment - they're allowed to disengage from contributing fully. When responsibilities are diffused among many, accountability can become murky.
As a result, teams may not always work in the way they were set out to, leading to underwhelming outcomes.
What makes a good team leader?
At the heart of a successful team is effective leadership that's seen as a function of the whole team. This is not to say that the team doesn't require a leader - but that leadership isn't about having all the answers and convincing others of your opinions.
A good leader creates an environment where everyone's voice is heard. They're also comfortable relying on their team members for insights or solutions they don't have themselves.
Leadership within a team is less about elevating your own ideas above others, and more about creating a space where collective wisdom can thrive. It's about encouraging team members to throw their ideas into the ring.
A good leader helps to:
- Set clear goals and expectations for the team, ensuring everyone is aligned towards a common purpose
- Provide direction when needed - but is flexible enough to adapt to changing circumstances.
When a leader is open to feedback and willing to embrace ideas from their team, they empower members to take ownership of their roles. This helps create a sense of responsibility and commitment.
Why teams fail to progress
One of the most well-known models of team development is Tuckman's 'Form, Storm, Norm, Perform' model, which outlines the stages teams typically go through.
Stuck in the 'Storm' phase
However, in many cases teams can struggle to move past the 'Storm' phase - this is where disagreements and power struggles often occur. In organisations where conflict isn't effectively managed, teams can become 'stuck' in this phase, hampering their effectiveness.
Power dynamics can dominate in this phase. Instead of focusing on team cohesion, individuals might become defensive or disengaged. This leads to a breakdown in collaboration.
Another key reason why teams fail is that leadership models can often be too focused on the individual, rather than the skills and knowledge of the collective. In certain circumstances, individuals may choose to withhold information - consciously or unconsciously - as a way to maintain control over the team.
This resistance creates an imbalance, leading to distrust within the team. When leadership is centred too much on the vision or authority of one person, the team's ability to work cohesively and perform as a unit weakens.
This is not to say that the role of the leader has been diminished, it’s just changed. You may have heard the term 'think outside the box' used when encouraging creativity and innovation. Here, it's the leader who defines the boundaries of the 'box' and maintains accountability for the performance of the team.
Building stronger teams through trust and self-reflection
Modern leadership requires reflection. When leaders take time to reflect on their actions, decisions, and team dynamics, they'll find themselves better equipped to adapt and evolve. They're less likely to repeat ineffective behaviours.
Teams can create an all-important culture of high performance by reflecting together to identify:
- What has worked,
- What hasn't worked
- Where improvements can be made.
Another key focus should be on building trust within the team. Trust is the foundation of strong teamwork; when team members openly share information, it creates an environment where everyone feel safe to do the same.
When trust is present, team members are more likely to take risks. They know that if they falter, they won’t be judged harshly, but supported in finding solutions.
A leader's willingness to hand responsibility to team members with greater knowledge and awareness of an issue helps break down barriers and foster an atmosphere of shared accountability.
The core elements that transform working relationships are:
- Trust
- Openness
- Strong relationships.
These values allow teams to move from merely functioning to thriving. They create trust, encourage risk-taking, and promote mutual respect between leaders and their teams. It’s the primary responsibility of the leader to deliver this and, in effect, resolve the problems for the team.
Final thoughts
While teams are a fundamental part of organisational structure, they don't always operate at their best due to a range of factors - from leadership styles to team dynamics.
Leaders who embrace these principles will find that their teams can move beyond the 'storm' phase and into a state of high performance. When teams are empowered and supported by thoughtful leadership, they can truly achieve their potential.
If you're ready to unlock the full potential of your team, our flexible, free Open SME programme is designed to help small business leaders build essential skills in:
- Finance
- Digital innovation
- Market awareness
- Team leadership.
With tailored learning paths, the programme goes beyond the basics. It offers personalised insights into your strengths and growth areas to ensure you’re equipped for lasting success.
