Leading Through the Toughest Phase, Storming
Every project leader loves the early energy of a new initiative or implementation. The excitement is tangible, the possibilities seem infinite, while the team is enthusiastic. That said, seasoned project leaders know the honeymoon phase (forming) doesn’t last for long at all, and it definitely shouldn’t.
If project leaders truly want their team to perform at a high level, they must lead them through something far less comfortable and that is the tumultuous phase called Storming. Let’s unpack this critical phase within the broader lifecycle of team development, and why mastering it is what separates excellent project leaders from everyone else.
Tuckman’s Stages of Group Development
The forming–Storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who said that these phases are all necessary and inevitable in order for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results. He suggested that these inevitable phases were critical to team growth and development. This series of developmental stages has become known as the Tuckman Ladder.
Forming: Laying the Foundation
At the start of any project, teams enter the Forming stage. This is where people are polite, curious, and a bit careful.
- Team members are getting to know one another
- Roles, expectations, and skills are being clarified
- Individuals are assessing where they fit and how they can contribute
Importantly, this phase isn’t really about what we’re doing, it’s about how you will work together.
As a project leader, our role here is to:
- Build trust
- Establish initial communication norms
- Create a safe environment for engagement
This phase feels smoother than most, and it often is though don’t get too comfortable. The real work is everything ahead.
Storming: Where Leadership Is Truly Tested
The Storming phase is, without question, the most uncomfortable, and most critical, stage for project leaders, yet the real work has not even started.
Storming is where:
- Old habits are challenged
- New ways of working are introduced
- Tension surfaces as people adjust
One is no longer just building relationships; we are reshaping behavior. That’s why Storming feels so difficult as Storming happens because we are disrupting the status quo. That creates natural friction by nature…
- People are used to their operational routines
- Your project introduces new expectations and standards
- Individuals must shift how they think about the work
We are asking the team to:
- Separate project work from day-to-day operations
- Adopt new processes
- Modernize our thinking
- Break from traditional work structures
- Align around a shared vision
- Detach the new which may differ from past experiences
Okay, alright, let’s be honest… This rocks the boat…
What’s Really Happening Beneath the Surface
Storming isn’t just about disagreements, it’s about identity, control, and change. We may see the following surface at this point.
- Resistance to new standards
- Conflicting opinions on how work should be done
- Personality clashes as comfort levels drop
Here’s the key insight that I keep experiencing: Storming is not a sign of failure, it’s a sign of progress, change, and growth. The team is beginning to engage more deeply and they care enough to challenge, question, and push back.
How Great Project Leaders Navigate Storming
Strong leaders don’t avoid Storming, we lean into it to push the envelope and here is how.
1. Normalize the Discomfort
Let the team know this phase is expected. When people understand the “why,” resistance often softens.
2. Separate People from Process
Not everyone is resisting the leader, they’re reacting to change. Keep discussions focused on outcomes and standards, not personalities.
3. Reinforce the Project Identity
Help the team clearly differentiate between operational work and project work through the following.
- Define what makes this initiative different
- Explain why new standards matter
- Continuously connect back to the goal
4. Stay Consistent with Standards
Introducing new expectations is one thing but holding to them is another. Inconsistency during Storming creates confusion and undermines trust.
5. Listen Actively, Lead Decisively
Encourage feedback, but don’t let the team stall. Excellent leaders balance collaboration with forward momentum.
Norming: Alignment Takes Hold
If a project leader successfully navigates Storming, something powerful begins to happen.
The team enters Norming:
- Processes start to feel natural
- Expectations become clear and accepted
- Collaboration improves significantly
The tension doesn’t disappear, as much as it transforms into productive alignment. As a leader, our focus then shifts to the following.
- Reinforcing what’s working
- Strengthening team cohesion
- Celebrating progress
Performing: Where Results Happen
In the Performing phase, the team then gets to hit its stride.
- Roles are fully understood
- Trust is established
- Productivity increases
The team no longer needs constant direction at this point as they operate with confidence and ownership. The role of a project leader then becomes more strategic, as we include the following in our day-to-day work.
- Removing obstacles
- Measuring progress
- Enabling efficiency
- Protecting the team’s focus
- Reporting on status
This is truly where the payoff of navigating Storming becomes clear.
Adjourning: Closing with Intention
Finally, the project reaches the Adjourning phase which may be the most streamline for a project leader.
- Deliverables are completed
- The team begins to disband
- Operational transitions are enabled
- Financials are closed
Many leaders are rushed through this phase by the rest of the organization as they are already experiencing the result of the new implementation. For the team it’s an opportunity to do the following.
- Recognize contributions
- Document lessons learned
- Solidify the expereince
- Strengthen relationships for future work
Final Thought: Don’t Skip the Storm
It’s tempting to avoid conflict, smooth things over, or rush through discomfort. If a project leader does, we risk never reaching a true level of team performance.
Storming is where:
- Standards take root
- Behaviors change
- Teams evolve
- We adapt
The best project leaders aren’t those who avoid the storm; we’re the ones who know how to lead through it.