Transform an Underperforming Team into a Performing Team in Five Steps

As with most things, there is a process you can follow and learn from. Any process creates an alignment in mentality, allowing change to occur faster. Years ago, I was tasked with turning underperforming teams into high-performing ones. Here is the documented game plan. Be warned, this is not for the faint of heart and demands the highest level of integrity to do it well.

For this post, it’s important to understand the role I had to give context and clarity. In this case, I was an Executive leading multiple teams. Under me were Directors responsible for leading the teams and executing the changes.

Step One – The Stockdale Paradox
This concept is from the book "Good to Great" based on a concept called ‘Confront the Brutal Facts’. The Stockdale Paradox is based on the story of Admiral Jim Stockdale, who was a POW at the ‘Hanoi Hilton’ from 1965 to 1973. In an interview, Jim Collins asked him, “Who didn’t make it out?” His response was, “The optimists.” They were the ones who said, ‘We’re going to be out by Christmas,’ but Christmas would come and go. They died of broken hearts.

Stockdale said, “You must never confuse faith that you will prevail in the end—which you can never afford to lose—with the discipline to confront the most brutal facts of your current reality, whatever they might be.”

My role here was to assess where we are as a team by gathering input from inside and outside the organization. This step is crucial for two reasons: 1) it allows frustrated people to voice their opinions and gives them faith that change is coming, and 2) it provides 100% objectivity that will give you a clear path forward.

Step Two – Define a Clear Vision
With the input gathered and delivered to the team leader, the inevitable question arises: ‘Now what?’ This was a natural spot for me to clarify roles and set expectations. The first thing I needed from my Directors was a vision—a clear and concise depiction of the future. I expected that vision to come from them, not me. I expected them to get input from key stakeholders and present it at a relevant event.

Step Three – Structure the Future
With the vision set, the next step is to define how to bring it to life. This planning stage can become overwhelming, so start with two critical examinations: structure and people.

Ask these two questions: 1) Day-to-day, what is the Leader’s role? 2) If you could rebuild the team again, how would you set it up and who would be here? This opens up conversations around roles, responsibilities, and talent.

I have seen leaders step in to manage others' work because they lack trust in their team, leading to a lack of empowerment and clarity. By identifying clear roles, starting with the Leader, you can reset accountability within the team.

Next, critically assess the skills, mentality, and growth potential within the team to execute the work. The ‘Parking Lot’ exercise is brutal but clarifying. Ask the Leader to invite the team into the parking lot and consider who would be invited back in and why, and who would be left out and why. This gives clarity on the next step: rebuilding.

Step Four – A Big Decision
Before moving to the actions of rebuilding, it's important for the Executive to assess if the Leader has the ability to make the necessary changes. Be open about this decision, as transparency releases tension and allows everyone to operate with the highest level of integrity.

Step Five – Forming, Storming, Norming, and Performing
This is the long-game part of the process that never really ends for leaders. Always bring in talent better than you and give those who can’t make the grade an opportunity to be great elsewhere.

For this step, I use Tuckman's Stages of Group Development:

Forming: The Leader needs to be close to every aspect of the team, constantly reminding them of their roles and responsibilities. Processes need to be defined as challenges arise.

Storming: Leadership will be tested as tensions arise while working relationships are formed. The Leader needs to allow team members to clash and facilitate conversations about what is working and what isn’t. At this point, people will buy into the vision or not.

Norming: The Leader will start to feel some cadence within the team. Roles and responsibilities are clear, big decisions are made as a group, and trust is established. Celebrate wins and continue to address challenges.

Performing: The Leader can step away and allow the team to execute day-to-day tasks. Decision-making is made by the team with clear direction. This allows the Leader to focus on the future and consider the next move.

Conclusion
This is not an easy process; it requires absolute transparency, perseverance, and a belief that you will get there. There will be days you think you are making progress, and then something will happen to test your resilience.

This is how I knew I had a performing team: I woke up on a random Tuesday with nothing to do—no emails, no panics, just silence. I had delegated every one of my responsibilities and found, because I had hired better people than me, they were doing it better.