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<!DOCTYPE html><html lang="en"><head><meta charSet="utf-8"/><meta name="viewport" content="width=device-width"/><title>What's Wrong With Your New Team? | HackerNoon</title><meta name="description" content="Discover key insights on effective team onboarding, covering expectation setting, diverse skills alignment, and fostering high performance for lasting success."/><meta property="og:title" content="What's Wrong With Your New Team? | HackerNoon"/><meta property="og:description" content="Discover key insights on effective team onboarding, covering expectation setting, diverse skills alignment, and fostering high performance for lasting success."/><meta name="image" property="og:image" content="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-os13aec.jpeg"/><meta property="twitter:title" content="What's Wrong With Your New Team? | HackerNoon"/><meta property="twitter:description" content="Discover key insights on effective team onboarding, covering expectation setting, diverse skills alignment, and fostering high performance for lasting success."/><meta property="twitter:image" content="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-os13aec.jpeg"/><meta name="twitter:card" content="summary_large_image"/><meta name="twitter:site" content="@hackernoon"/><link rel="canonical" href="https://hackernoon.com/whats-wrong-with-your-new-team"/><script type="application/ld+json">{"@context":"http://schema.org","@type":"Article","name":"What's Wrong With Your New Team?","headline":"What's Wrong With Your New Team?","author":{"@type":"Person","name":"Viktor Didenchuk"},"datePublished":"2024-10-19","image":"https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-os13aec.jpeg","articleSection":"teams","articleBody":"Have you ever had a situation where you onboarded a new team, but something needed to be fixed? You have done the recruitment, gone through all of your standard onboarding steps, and even had a formal contracting session with the most excellent name for the team and team charter that bonds them all in an agreement. No matter what you have done - the dynamics are wrong in the team, and the new team just can’t get on the ladder of a stable delivery. There might be something wrong with one of the steps in your onboarding pipeline - you have never provided them with the knowledge required for efficient delivery, or you just hired people with the wrong skillset for your tasks. But let's be honest - most likely, you have done everything correctly, or at least, you thought you had. You have missed two possible scenarios. Don’t take me wrong - I am not sure what’s happening in your case - but I have seen these quite often and, in general, believe people usually skip the part to go as far as possible and straight to the delivery. Expectations Did you set the expectations correctly? If you ask anyone from the team at any point in time, will they be able to explain why they were hired? What is the purpose, mission, and strategy of the team and organization? As discussed, small deliveries only provide value if they align with the broader strategy.Yes, you have probably done some basic sessions on the ways of working and explained what your products are about, but have you actually explained what the end goal of the venture you are trying to pull should be?Without this understanding, teams are acting like blind kittens - they are able to eat and probably damage some furniture, but they have no idea where to go. Sit with the team, and make sure that everyone understands where all the work is coming from, how it is aligned with the mission, and what it takes to actually deliver the value that customers care for. Basics What is the whole idea of doing the onboarding? I am pretty sure that’s to set your team up for the best results and help them uncover their potential in the shortest possible time. What is usually missing in the onboarding - is the alignment of what people already know and the version of the truth you are following in your organization. Look at it from the following angle - people come from different companies, have diverse skills, ages, and backgrounds, and most importantly, have something to say. Tuckman’s stages of the team say that as soon as you form the team, they will end up in the storming when the conflicts that are sparked by these differences will arise, and that’s the ultimate way to jump in and ensure everyone is on the same page. Use this as an opportunity to gather feedback from everyone on what they feel is good in your processes, what is terrible, and what potentially can be improved. Of course, you should still be aligned with your organization's mission, but the team is self-managing. If they find something specific in their team that will work for them, they are more than welcome to embrace their identity, and you can allow them to differ while delivering towards the same goal. Remember that something other than the basic level of team development is no longer providing you with a competitive advantage. Each organization has an Agile Coach, Performance Coach, or any other sort of coach who will help them set up the basics. The only possible way for your people to excel and provide the maximum value is to ensure their unique blend of skills and capabilities works towards advancement. What were your mistakes when onboarding new teams? Did you find any know-how to fix them and get to the high-performing stage in the shortest time? Share your thoughts in the comments. Have you ever had a situation where you onboarded a new team, but something needed to be fixed? You have done the recruitment, gone through all of your standard onboarding steps, and even had a formal contracting session with the most excellent name for the team and team charter that bonds them all in an agreement. No matter what you have done - the dynamics are wrong in the team, and the new team just can’t get on the ladder of a stable delivery. There might be something wrong with one of the steps in your onboarding pipeline - you have never provided them with the knowledge required for efficient delivery, or you just hired people with the wrong skillset for your tasks. But let's be honest - most likely, you have done everything correctly, or at least, you thought you had. You have missed two possible scenarios. Don’t take me wrong - I am not sure what’s happening in your case - but I have seen these quite often and, in general, believe people usually skip the part to go as far as possible and straight to the delivery. Expectations Did you set the expectations correctly? If you ask anyone from the team at any point in time, will they be able to explain why they were hired? What is the purpose, mission, and strategy of the team and organization? As discussed, small deliveries only provide value if they align with the broader strategy. Yes, you have probably done some basic sessions on the ways of working and explained what your products are about, but have you actually explained what the end goal of the venture you are trying to pull should be? Without this understanding, teams are acting like blind kittens - they are able to eat and probably damage some furniture, but they have no idea where to go. Sit with the team, and make sure that everyone understands where all the work is coming from, how it is aligned with the mission, and what it takes to actually deliver the value that customers care for. Basics What is the whole idea of doing the onboarding? I am pretty sure that’s to set your team up for the best results and help them uncover their potential in the shortest possible time. What is usually missing in the onboarding - is the alignment of what people already know and the version of the truth you are following in your organization. Look at it from the following angle - people come from different companies, have diverse skills, ages, and backgrounds, and most importantly, have something to say. Tuckman’s stages of the team say that as soon as you form the team, they will end up in the storming when the conflicts that are sparked by these differences will arise, and that’s the ultimate way to jump in and ensure everyone is on the same page. Use this as an opportunity to gather feedback from everyone on what they feel is good in your processes, what is terrible, and what potentially can be improved. Of course, you should still be aligned with your organization's mission, but the team is self-managing. If they find something specific in their team that will work for them, they are more than welcome to embrace their identity, and you can allow them to differ while delivering towards the same goal. Remember that something other than the basic level of team development is no longer providing you with a competitive advantage. Each organization has an Agile Coach, Performance Coach, or any other sort of coach who will help them set up the basics. The only possible way for your people to excel and provide the maximum value is to ensure their unique blend of skills and capabilities works towards advancement. What were your mistakes when onboarding new teams? Did you find any know-how to fix them and get to the high-performing stage in the shortest time? Share your thoughts in the comments. What were your mistakes when onboarding new teams? Did you find any know-how to fix them and get to the high-performing stage in the shortest time? Share your thoughts in the comments."}</script><meta name="next-head-count" content="14"/><meta name="google-site-verification" content="xSsN5mRM5xbHVI00M8uekCnuJ47Da0ER2mYuGhaPM9o"/><link rel="preload" href="/fonts/HackerNoonFont/font-hackernoon.css"/><meta name="slack-app-id" content="A017MMBC29Z"/><script async="" src="https://www.googletagmanager.com/gtag/js?id=G-ECJJ2Q2SJQ"></script><script> window.dataLayer = window.dataLayer || []; function gtag(){dataLayer.push(arguments);} gtag('js', new Date()); gtag('config', 'G-ECJJ2Q2SJQ'); </script><link rel="preload" href="/_next/static/css/df05ebb20b5f1597.css" as="style"/><link rel="stylesheet" href="/_next/static/css/df05ebb20b5f1597.css" data-n-g=""/><link rel="preload" href="/_next/static/css/d072011159298b64.css" as="style"/><link rel="stylesheet" href="/_next/static/css/d072011159298b64.css" data-n-p=""/><noscript data-n-css=""></noscript><script defer="" nomodule="" 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Team?</span><span class="by"> by</span><a class="profile" href="/u/viktordidenchuk">@viktordidenchuk</a><div class="profile-img"><span style="box-sizing:border-box;display:inline-block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:relative;max-width:100%"><span style="box-sizing:border-box;display:block;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;max-width:100%"><img style="display:block;max-width:100%;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0" alt="" aria-hidden="true" src="data:image/svg+xml,%3csvg%20xmlns=%27http://www.w3.org/2000/svg%27%20version=%271.1%27%20width=%2730%27%20height=%2730%27/%3e"/></span><img src="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7" decoding="async" data-nimg="intrinsic" 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class="story-title" style="text-align:left">What's Wrong With Your New Team?</h1><div class="title-bottom"><div class="title-bottom-left"><span class="header-handle " data-tip="true" data-for="story-author" aria-label="bookmark story" data-delay-hide="1000"><span> by </span><a> Viktor Didenchuk</a></span><span class="divider-bullet"></span><span class="published-date">October 19th, 2024</span></div><div class="title-bottom-right"><div style="flex-shrink:0"><span style="display:flex;cursor:pointer" data-tip="true" data-for="terminal-view"><span style="box-sizing:border-box;display:inline-block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:relative;max-width:100%"><span style="box-sizing:border-box;display:block;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;max-width:100%"><img 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class="tldr-logo" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%"/><noscript><img alt="Open TLDR" srcSet="https://hackernoon.imgix.net/tl;dr-dark.png?auto=format&fit=max&w=64 1x, https://hackernoon.imgix.net/tl;dr-dark.png?auto=format&fit=max&w=128 2x" src="https://hackernoon.imgix.net/tl;dr-dark.png?auto=format&fit=max&w=128" decoding="async" data-nimg="intrinsic" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%" class="tldr-logo" loading="lazy"/></noscript></span><img src="https://hackernoon.imgix.net/arrow-dark.png" alt="tldt arrow" width="12px" height="12px" class="tldr-arrow "/></div></div></div><div class="sc-93e186d7-3 bhpHZN"></div></div><div class="tldr-no-show"><h2>Too Long; Didn't Read</h2>When onboarding a new team, it's crucial to ensure clear expectations are set regarding the team's purpose, mission, and alignment with broader organizational goals. Missed alignment and lack of understanding can lead to dysfunction. Additionally, onboarding should address diverse backgrounds and skills within the team, encouraging open feedback and self-management. To achieve high performance, leverage each team member’s unique strengths while maintaining a focus on shared objectives. What onboarding mistakes have you encountered, and how did you address them?</div></div><span style="box-sizing:border-box;display:inline-block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:relative;max-width:100%"><span style="box-sizing:border-box;display:block;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;max-width:100%"><img style="display:block;max-width:100%;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0" alt="" aria-hidden="true" src="data:image/svg+xml,%3csvg%20xmlns=%27http://www.w3.org/2000/svg%27%20version=%271.1%27%20width=%276000%27%20height=%274000%27/%3e"/></span><img alt="featured image - What's Wrong With Your New Team?" src="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7" decoding="async" data-nimg="intrinsic" class="image-container feat" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%"/><noscript><img alt="featured image - What's Wrong With Your New Team?" srcSet="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-os13aec.jpeg?auto=format&fit=max&w=3840 1x" src="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-os13aec.jpeg?auto=format&fit=max&w=3840" decoding="async" data-nimg="intrinsic" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%" class="image-container feat" loading="lazy"/></noscript></span><div style="grid-column:1 / -1"></div><div class="sc-6d048d67-0 buhXYs profile"><div class="sc-6d048d67-1 cziptZ"><div class="profileImageContainer "><span style="box-sizing:border-box;display:block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:absolute;top:0;left:0;bottom:0;right:0"><img data-for="author-tooltip" data-tip="true" data-delay-hide="200" alt="Viktor Didenchuk HackerNoon profile picture" href="/u/viktordidenchuk" src="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7" decoding="async" data-nimg="fill" class="profileImage " style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%;object-fit:cover"/><noscript><img data-for="author-tooltip" data-tip="true" data-delay-hide="200" alt="Viktor Didenchuk HackerNoon profile picture" href="/u/viktordidenchuk" sizes="100vw" srcSet="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=100&auto=format&fit=max 640w, https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=100&auto=format&fit=max 750w, https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=100&auto=format&fit=max 828w, https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=100&auto=format&fit=max 1080w, https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=100&auto=format&fit=max 1200w, https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=100&auto=format&fit=max 1920w, https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=100&auto=format&fit=max 2048w, https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=100&auto=format&fit=max 3840w" src="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=100&auto=format&fit=max" decoding="async" data-nimg="fill" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%;object-fit:cover" class="profileImage " loading="lazy"/></noscript></span></div></div></div><div><div class="sc-2e79ac2f-0 ktrYOp"><div><p>Have you ever had a situation where you onboarded a new team, but something needed to be fixed? You have done the recruitment, gone through all of your standard onboarding steps, and even had a formal contracting session with the most excellent name for the team and team charter that bonds them all in an agreement. No matter what you have done - the dynamics are wrong in the team, and the new team just can’t get on the ladder of a stable delivery.</p> <p class="line-space"> <br/> </p><p>There might be something wrong with one of the steps in your onboarding pipeline - you have never provided them with the knowledge required for efficient delivery, or you just hired people with the wrong skillset for your tasks. But let's be honest - most likely, you have done everything correctly, or at least, you thought you had.<br/></p><p>You have missed two possible scenarios. Don’t take me wrong - I am not sure what’s happening in your case - but I have seen these quite often and, in general, believe people usually skip the part to go as far as possible and straight to the delivery.</p> <h2 id="h-expectations">Expectations</h2> <p><span><span style="box-sizing:border-box;display:inline-block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:relative;max-width:100%"><span style="box-sizing:border-box;display:block;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;max-width:100%"><img style="display:block;max-width:100%;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0" alt="" aria-hidden="true" src="data:image/svg+xml,%3csvg%20xmlns=%27http://www.w3.org/2000/svg%27%20version=%271.1%27%20width=%271400%27%20height=%27933%27/%3e"/></span><img alt="The space shuttle takes off." src="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7" decoding="async" data-nimg="intrinsic" class="image-container undefined" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%"/><noscript><img alt="The space shuttle takes off." srcSet="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-i123aom.jpeg?auto=format&fit=max&w=1920 1x, https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-i123aom.jpeg?auto=format&fit=max&w=3840 2x" src="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-i123aom.jpeg?auto=format&fit=max&w=3840" decoding="async" data-nimg="intrinsic" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%" class="image-container undefined" loading="lazy"/></noscript></span></span></p> <p>Did you set the expectations correctly? If you ask anyone from the team at any point in time, will they be able to explain why they were hired? What is the purpose, mission, and strategy of the team and organization? As discussed, small deliveries only provide value if they align with the broader strategy.<br/><br/>Yes, you have probably done some basic sessions on the ways of working and explained what your products are about, but have you actually explained what the end goal of the venture you are trying to pull should be?<br/><br/>Without this understanding, teams are acting like blind kittens - they are able to eat and probably damage some furniture, but they have no idea where to go.</p> <p class="line-space"> <br/> </p><p>Sit with the team, and make sure that everyone understands where all the work is coming from, how it is aligned with the mission, and what it takes to actually deliver the value that customers care for.</p><h2 id="h-basics">Basics</h2> <p>What is the whole idea of doing the onboarding? I am pretty sure that’s to set your team up for the best results and help them uncover their potential in the shortest possible time. What is usually missing in the onboarding - is the alignment of what people already know and the version of the truth you are following in your organization.</p> <p class="line-space"> <br/> </p><p>Look at it from the following angle - people come from different companies, have diverse skills, ages, and backgrounds, and most importantly, have something to say. Tuckman’s stages of the team say that as soon as you form the team, they will end up in the storming when the conflicts that are sparked by these differences will arise, and that’s the ultimate way to jump in and ensure everyone is on the same page.</p><p><span><span style="box-sizing:border-box;display:inline-block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:relative;max-width:100%"><span style="box-sizing:border-box;display:block;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;max-width:100%"><img style="display:block;max-width:100%;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0" alt="" aria-hidden="true" src="data:image/svg+xml,%3csvg%20xmlns=%27http://www.w3.org/2000/svg%27%20version=%271.1%27%20width=%271110%27%20height=%27816%27/%3e"/></span><img alt="Tuckman's model. Forming Storming Norming Performing." src="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7" decoding="async" data-nimg="intrinsic" class="image-container undefined" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%"/><noscript><img alt="Tuckman's model. Forming Storming Norming Performing." srcSet="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-dj03avb.jpeg?auto=format&fit=max&w=1200 1x, https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-dj03avb.jpeg?auto=format&fit=max&w=3840 2x" src="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-dj03avb.jpeg?auto=format&fit=max&w=3840" decoding="async" data-nimg="intrinsic" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%" class="image-container undefined" loading="lazy"/></noscript></span></span></p> <p>Use this as an opportunity to gather feedback from everyone on what they feel is good in your processes, what is terrible, and what potentially can be improved. Of course, you should still be aligned with your organization's mission, but the team is self-managing. If they find something specific in their team that will work for them, they are more than welcome to embrace their identity, and you can allow them to differ while delivering towards the same goal.</p> <p class="line-space"> <br/> </p><p>Remember that something other than the basic level of team development is no longer providing you with a competitive advantage. Each organization has an Agile Coach, Performance Coach, or any other sort of coach who will help them set up the basics. The only possible way for your people to excel and provide the maximum value is to ensure their unique blend of skills and capabilities works towards advancement.</p><p class="line-space"> <br/> </p><div class="notice notice-tip"> <p>What were your mistakes when onboarding new teams? Did you find any know-how to fix them and get to the high-performing stage in the shortest time? Share your thoughts in the comments.</p> </div> <p class="line-space"> <br/> </p></div><div style="visibility:hidden" class="sc-2e79ac2f-8 cdKvIK"><button><svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 22 22" width="22" style="width:18px;fill:white"><path style="width:18px;fill:white" d="M16 9h1v2h-1v1h-1v1h-1v1h-1v1h-1v1h-1v1h-1v1H9v1H8v1H7v1H6v1H0v-6h1v-1h1v-1h1v-1h1v-1h1v-1h1v-1h1V9h1V8h1V7h1V6h1V5h2v1h1v1h1v1h1v1zM22 4v2h-1v1h-1v1h-1v1h-1V8h-1V7h-1V6h-1V5h-1V4h-1V3h1V2h1V1h1V0h2v1h1v1h1v1h1v1h1z"></path></svg></button><button><svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 20 22" width="22" style="width:18px;fill:white"><path style="width:18px;fill:white" d="M20 3v2h-1v2h-1v1h-5V7h-2v1h-1v1H9v4h1v1h1v1h2v-1h5v1h1v2h1v2h-1v2h-1v1h-5v-1h-1v-2h-1v-2h-1v-1H9v-1H8v-1H7v1H2v-1H1v-2H0v-2h1V8h1V7h5v1h1V7h1V6h1V5h1V3h1V1h1V0h5v1h1v2h1z"></path></svg></button><button><svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 20 22" width="22" style="width:18px;fill:white"><path 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style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%" loading="lazy"/></noscript></span> </a></div></div><div style="display:flex;align-items:flex-end;justify-content:center"><div>L O A D I N G<br/>. . . comments & <span style="font-style:italic"> more!</span><br/></div></div><br/><section><div class="sc-104e382f-0 dGrQDi authorBio-section"><h3>About Author</h3><div class="row"><div class="avatar "><a href="/u/viktordidenchuk"><span style="box-sizing:border-box;display:block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:absolute;top:0;left:0;bottom:0;right:0"><img alt="Viktor Didenchuk HackerNoon profile picture" src="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7" decoding="async" data-nimg="fill" 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https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=200&auto=format&fit=max 2048w, https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=200&auto=format&fit=max 3840w" src="https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg?w=200&auto=format&fit=max" decoding="async" data-nimg="fill" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%;object-fit:cover" loading="lazy"/></noscript></span></a></div><div class="author-info"><div class="author-info-top"><span class="author-name-handle"><strong>Viktor Didenchuk</strong><span class="handle"><a href="/u/viktordidenchuk">@viktordidenchuk</a></span></span><div class="sc-9d94a5e5-4 jtwMgp"><form class="author-email-form"><div class="emailContainer"><input type="email" placeholder="name@company.com" name="email" required="" value=""/><button class="sc-9d94a5e5-2 fEEqoW plus-icon subscribe-tooltip sub-btn"><div><span data-tip="true" data-for="subscribe-btn-tooltip">Subscribe <i class=""></i></span></div></button></div></form></div></div><span class="bio">Product Manager</span><div class="author-cta-wrapper"><a class="bio-cta" href="/u/viktordidenchuk"><i style="font-size:1.8rem"></i>Read my stories</a><a class="bio-cta" href="/about/viktordidenchuk"><i style="font-size:1.8rem"></i>Learn More</a></div></div></div></div></section><div id="commentSection"></div><section class="topics-section"><h4>TOPICS</h4><div class="tags"><a class="sc-29806bfb-0 cdoWeI parent-category" href="/c/management"><span style="box-sizing:border-box;display:inline-block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:relative;max-width:100%"><span 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src="https://cdn.hackernoon.com/icons/SVG/Management.svg?auto=format&fit=max&w=48" decoding="async" data-nimg="intrinsic" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%" loading="lazy"/></noscript></span><span style="text-transform:uppercase;color:white;margin-left:1rem">management</span></a><a class="sc-bc42364f-0 ghXAMP" href="/tagged/teams"> #teams</a><a class="sc-bc42364f-0 ghXAMP" href="/tagged/agile-teams"> #agile-teams</a><a class="sc-bc42364f-0 ghXAMP" href="/tagged/agile"> #agile</a><a class="sc-bc42364f-0 ghXAMP" href="/tagged/leadership"> #leadership</a><a class="sc-bc42364f-0 ghXAMP" href="/tagged/team-management"> #team-management</a><a class="sc-bc42364f-0 ghXAMP" href="/tagged/leadership-development"> #leadership-development</a><a class="sc-bc42364f-0 ghXAMP" href="/tagged/leadership-skills"> #leadership-skills</a><a class="sc-bc42364f-0 ghXAMP" href="/tagged/team-building"> #team-building</a></div></section><div class="sc-fee3e5e9-0 jvdbKp"><h4>THIS ARTICLE WAS FEATURED IN...</h4><div class="web-tags"><a href="https://www.arweave.net/NmQNSo7YXnEi0vO070X-xeTpJ011MJy-xxl6S-Y5xRk" target="_blank" rel="nofollow" class="sc-fee3e5e9-2 yKmBk"><div style="width:fit-content" class="sc-fee3e5e9-1 dzAAXf"><div style="display:flex;align-items:center;justify-self:center"><span style="box-sizing:border-box;display:inline-block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:relative;max-width:100%"><span style="box-sizing:border-box;display:block;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;max-width:100%"><img style="display:block;max-width:100%;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0" alt="" aria-hidden="true" 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What Should I Do?</a></strong><div class="card-title"><div class="card-info"><span class="author"><span style="color:gray">by</span> <strong><a class="author-link" href="https://hackernoon.com/u/ipodoprygora">ipodoprygora </a></strong></span><div></div><div class="divider-bullet"></div><div class="date">Nov 08, 2024</div></div><a class="related" href="/tagged/sprint-retrospective"><span class="centered"> #sprint-retrospective</span></a></div></div></div><div class="sc-65adb81b-0 evreGv"><div class="img"><a href="../why-you-have-to-love-1-to-1-meetings-to-succeed-in-your-career" style="display:contents" target="_blank" rel="noopener noreferrer"><span style="box-sizing:border-box;display:inline-block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:relative;max-width:100%"><span style="box-sizing:border-box;display:block;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;max-width:100%"><img 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loading="lazy"/></noscript></span></a></div><div class="text"><strong><a href="../how-to-figure-out-what-users-want-fast" style="text-decoration:none;text-align:left" target="_blank" rel="noopener noreferrer">How to Figure Out What Users Want, Fast</a></strong><div class="card-title"><div class="card-info"><span class="author"><span style="color:gray">by</span> <strong><a class="author-link" href="https://hackernoon.com/u/leebale">leebale </a></strong></span><div></div><div class="divider-bullet"></div><div class="date">Sep 24, 2024</div></div><a class="related" href="/tagged/user-research"><span class="centered"> #user-research</span></a></div></div></div><div class="sc-65adb81b-0 evreGv"><div class="img"><a href="../11-3-2022-noonification" style="display:contents" target="_blank" rel="noopener noreferrer"><span 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style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%"/><noscript><img alt="Article Thumbnail" srcSet="https://hackernoon.imgix.net/images/zduv342l.gif?auto=format&fit=max&w=260 1x, https://hackernoon.imgix.net/images/zduv342l.gif?auto=format&fit=max&w=260 2x" src="https://hackernoon.imgix.net/images/zduv342l.gif?auto=format&fit=max&w=260" decoding="async" data-nimg="intrinsic" style="position:absolute;top:0;left:0;bottom:0;right:0;box-sizing:border-box;padding:0;border:none;margin:auto;display:block;width:0;height:0;min-width:100%;max-width:100%;min-height:100%;max-height:100%" class="img" loading="lazy"/></noscript></span></a></div><div class="text"><strong><a href="../11-3-2022-noonification" style="text-decoration:none;text-align:left" target="_blank" rel="noopener noreferrer">The Noonification: The Future of DeFi - Emerging Evolution (11/3/2022)</a></strong><div class="card-title"><div class="card-info"><span class="author"><span style="color:gray">by</span> <strong><a class="author-link" href="https://hackernoon.com/u/noonification">noonification </a></strong></span><div></div><div class="divider-bullet"></div><div class="date">Nov 03, 2022</div></div><a class="related" href="/tagged/noonification"><span class="centered"> #noonification</span></a></div></div></div></div></section><div class="sc-92a1b621-1 SWeJa"><a class="fs-hn-cta" href="https://hackernoon.com/login"><div class="cta-top"><small>Join HackerNoon</small><span style="box-sizing:border-box;display:inline-block;overflow:hidden;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;position:relative;max-width:100%"><span style="box-sizing:border-box;display:block;width:initial;height:initial;background:none;opacity:1;border:0;margin:0;padding:0;max-width:100%"><img 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Customized Experience. Curated Stories. Publish Your Ideas </strong></a></div></div></main></div></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"data":{"pageLang":"en","datePublished":"2024-10-19","slug":"whats-wrong-with-your-new-team","articleBody":"Have you ever had a situation where you onboarded a new team, but something needed to be fixed? You have done the recruitment, gone through all of your standard onboarding steps, and even had a formal contracting session with the most excellent name for the team and team charter that bonds them all in an agreement. No matter what you have done - the dynamics are wrong in the team, and the new team just can’t get on the ladder of a stable delivery. There might be something wrong with one of the steps in your onboarding pipeline - you have never provided them with the knowledge required for efficient delivery, or you just hired people with the wrong skillset for your tasks. But let's be honest - most likely, you have done everything correctly, or at least, you thought you had. You have missed two possible scenarios. Don’t take me wrong - I am not sure what’s happening in your case - but I have seen these quite often and, in general, believe people usually skip the part to go as far as possible and straight to the delivery. Expectations Did you set the expectations correctly? If you ask anyone from the team at any point in time, will they be able to explain why they were hired? What is the purpose, mission, and strategy of the team and organization? As discussed, small deliveries only provide value if they align with the broader strategy.Yes, you have probably done some basic sessions on the ways of working and explained what your products are about, but have you actually explained what the end goal of the venture you are trying to pull should be?Without this understanding, teams are acting like blind kittens - they are able to eat and probably damage some furniture, but they have no idea where to go. Sit with the team, and make sure that everyone understands where all the work is coming from, how it is aligned with the mission, and what it takes to actually deliver the value that customers care for. Basics What is the whole idea of doing the onboarding? I am pretty sure that’s to set your team up for the best results and help them uncover their potential in the shortest possible time. What is usually missing in the onboarding - is the alignment of what people already know and the version of the truth you are following in your organization. Look at it from the following angle - people come from different companies, have diverse skills, ages, and backgrounds, and most importantly, have something to say. Tuckman’s stages of the team say that as soon as you form the team, they will end up in the storming when the conflicts that are sparked by these differences will arise, and that’s the ultimate way to jump in and ensure everyone is on the same page. Use this as an opportunity to gather feedback from everyone on what they feel is good in your processes, what is terrible, and what potentially can be improved. Of course, you should still be aligned with your organization's mission, but the team is self-managing. If they find something specific in their team that will work for them, they are more than welcome to embrace their identity, and you can allow them to differ while delivering towards the same goal. Remember that something other than the basic level of team development is no longer providing you with a competitive advantage. Each organization has an Agile Coach, Performance Coach, or any other sort of coach who will help them set up the basics. The only possible way for your people to excel and provide the maximum value is to ensure their unique blend of skills and capabilities works towards advancement. What were your mistakes when onboarding new teams? Did you find any know-how to fix them and get to the high-performing stage in the shortest time? Share your thoughts in the comments. Have you ever had a situation where you onboarded a new team, but something needed to be fixed? You have done the recruitment, gone through all of your standard onboarding steps, and even had a formal contracting session with the most excellent name for the team and team charter that bonds them all in an agreement. No matter what you have done - the dynamics are wrong in the team, and the new team just can’t get on the ladder of a stable delivery. There might be something wrong with one of the steps in your onboarding pipeline - you have never provided them with the knowledge required for efficient delivery, or you just hired people with the wrong skillset for your tasks. But let's be honest - most likely, you have done everything correctly, or at least, you thought you had. You have missed two possible scenarios. Don’t take me wrong - I am not sure what’s happening in your case - but I have seen these quite often and, in general, believe people usually skip the part to go as far as possible and straight to the delivery. Expectations Did you set the expectations correctly? If you ask anyone from the team at any point in time, will they be able to explain why they were hired? What is the purpose, mission, and strategy of the team and organization? As discussed, small deliveries only provide value if they align with the broader strategy. Yes, you have probably done some basic sessions on the ways of working and explained what your products are about, but have you actually explained what the end goal of the venture you are trying to pull should be? Without this understanding, teams are acting like blind kittens - they are able to eat and probably damage some furniture, but they have no idea where to go. Sit with the team, and make sure that everyone understands where all the work is coming from, how it is aligned with the mission, and what it takes to actually deliver the value that customers care for. Basics What is the whole idea of doing the onboarding? I am pretty sure that’s to set your team up for the best results and help them uncover their potential in the shortest possible time. What is usually missing in the onboarding - is the alignment of what people already know and the version of the truth you are following in your organization. Look at it from the following angle - people come from different companies, have diverse skills, ages, and backgrounds, and most importantly, have something to say. Tuckman’s stages of the team say that as soon as you form the team, they will end up in the storming when the conflicts that are sparked by these differences will arise, and that’s the ultimate way to jump in and ensure everyone is on the same page. Use this as an opportunity to gather feedback from everyone on what they feel is good in your processes, what is terrible, and what potentially can be improved. Of course, you should still be aligned with your organization's mission, but the team is self-managing. If they find something specific in their team that will work for them, they are more than welcome to embrace their identity, and you can allow them to differ while delivering towards the same goal. Remember that something other than the basic level of team development is no longer providing you with a competitive advantage. Each organization has an Agile Coach, Performance Coach, or any other sort of coach who will help them set up the basics. The only possible way for your people to excel and provide the maximum value is to ensure their unique blend of skills and capabilities works towards advancement. What were your mistakes when onboarding new teams? Did you find any know-how to fix them and get to the high-performing stage in the shortest time? Share your thoughts in the comments. What were your mistakes when onboarding new teams? Did you find any know-how to fix them and get to the high-performing stage in the shortest time? Share your thoughts in the comments.","arweave":"NmQNSo7YXnEi0vO070X-xeTpJ011MJy-xxl6S-Y5xRk","createdAt":"2024-10-19T18:30:25.033Z","draftId":"QxgDfJVTmkP7QZ81s3Lf","excerpt":"Discover key insights on effective team onboarding, covering expectation setting, diverse skills alignment, and fostering high performance for lasting success.","featureImgColor":"rgb(131 91 72 / 70%)","firstSeenAt":false,"id":"QxgDfJVTmkP7QZ81s3Lf","imageSizes":{"https://cdn.hackernoon.com/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-dj03avb.jpeg":{"height":816,"width":1110},"https://cdn.hackernoon.com/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-i123aom.jpeg":{"height":933,"width":1400}},"linkAccreditation":{"debut":true,"goals":"","isBlogging":null,"isBusiness":null,"isPersonal":null},"mainImage":"https://hackernoon.imgix.net/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-os13aec.jpeg","mainImageHeight":4000,"mainImageWidth":6000,"markup":null,"owner":"4heWOm7oGwNwUUrXGb8YLf1kc4P2","parentCategory":"management","parsed":"\u003cp\u003eHave you ever had a situation where you onboarded a new team, but something needed to be fixed? You have done the recruitment, gone through all of your standard onboarding steps, and even had a formal contracting session with the most excellent name for the team and team charter that bonds them all in an agreement. No matter what you have done - the dynamics are wrong in the team, and the new team just can’t get on the ladder of a stable delivery.\u003c/p\u003e\n\u003cp\u003e\u003c/p\u003e\u003cp\u003eThere might be something wrong with one of the steps in your onboarding pipeline - you have never provided them with the knowledge required for efficient delivery, or you just hired people with the wrong skillset for your tasks. But let's be honest - most likely, you have done everything correctly, or at least, you thought you had.\u003cbr\u003e\u003c/p\u003e\u003cp\u003eYou have missed two possible scenarios. Don’t take me wrong - I am not sure what’s happening in your case - but I have seen these quite often and, in general, believe people usually skip the part to go as far as possible and straight to the delivery.\u003c/p\u003e\n\u003ch2 id=\"h-expectations\"\u003eExpectations\u003c/h2\u003e\n\u003cp\u003e\u003cimg src=\"https://cdn.hackernoon.com/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-i123aom.jpeg\" alt=\"The space shuttle takes off.\"\u003e\u003c/p\u003e\n\u003cp\u003eDid you set the expectations correctly? If you ask anyone from the team at any point in time, will they be able to explain why they were hired? What is the purpose, mission, and strategy of the team and organization? As discussed, small deliveries only provide value if they align with the broader strategy.\u003cbr\u003e\u003cbr\u003eYes, you have probably done some basic sessions on the ways of working and explained what your products are about, but have you actually explained what the end goal of the venture you are trying to pull should be?\u003cbr\u003e\u003cbr\u003eWithout this understanding, teams are acting like blind kittens - they are able to eat and probably damage some furniture, but they have no idea where to go.\u003c/p\u003e\n\u003cp\u003e\u003c/p\u003e\u003cp\u003eSit with the team, and make sure that everyone understands where all the work is coming from, how it is aligned with the mission, and what it takes to actually deliver the value that customers care for.\u003c/p\u003e\u003ch2 id=\"h-basics\"\u003eBasics\u003c/h2\u003e\n\u003cp\u003eWhat is the whole idea of doing the onboarding? I am pretty sure that’s to set your team up for the best results and help them uncover their potential in the shortest possible time. What is usually missing in the onboarding - is the alignment of what people already know and the version of the truth you are following in your organization.\u003c/p\u003e\n\u003cp\u003e\u003c/p\u003e\u003cp\u003eLook at it from the following angle - people come from different companies, have diverse skills, ages, and backgrounds, and most importantly, have something to say. Tuckman’s stages of the team say that as soon as you form the team, they will end up in the storming when the conflicts that are sparked by these differences will arise, and that’s the ultimate way to jump in and ensure everyone is on the same page.\u003c/p\u003e\u003cp\u003e\u003cimg src=\"https://cdn.hackernoon.com/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-dj03avb.jpeg\" alt=\"Tuckman's model. Forming Storming Norming Performing.\"\u003e\u003c/p\u003e\n\u003cp\u003eUse this as an opportunity to gather feedback from everyone on what they feel is good in your processes, what is terrible, and what potentially can be improved. Of course, you should still be aligned with your organization's mission, but the team is self-managing. If they find something specific in their team that will work for them, they are more than welcome to embrace their identity, and you can allow them to differ while delivering towards the same goal.\u003c/p\u003e\n\u003cp\u003e\u003c/p\u003e\u003cp\u003eRemember that something other than the basic level of team development is no longer providing you with a competitive advantage. Each organization has an Agile Coach, Performance Coach, or any other sort of coach who will help them set up the basics. The only possible way for your people to excel and provide the maximum value is to ensure their unique blend of skills and capabilities works towards advancement.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cdiv class=\"notice notice-tip\"\u003e\n\u003cp\u003eWhat were your mistakes when onboarding new teams? Did you find any know-how to fix them and get to the high-performing stage in the shortest time? Share your thoughts in the comments.\u003c/p\u003e\n\u003c/div\u003e\n\u003cp\u003e\u003c/p\u003e","profile":{"avatar":"https://cdn.hackernoon.com/images/4heWOm7oGwNwUUrXGb8YLf1kc4P2-ok83aly.jpeg","callToActions":[{"active":true,"icon":"fa fa-book","id":"8665caf301a53","name":"Read My Stories","url":"https://hackernoon.com/u/viktordidenchuk"}],"handle":"viktordidenchuk","isBrand":false,"bio":"Product Manager","displayName":"Viktor Didenchuk","about_page_settings":{"blocked":false,"createdAt":"2024-07-17T21:25:08.345Z","owner":"4heWOm7oGwNwUUrXGb8YLf1kc4P2","published":true,"style":{"headline_pos":"center","layout":0,"skin":0},"updatedAt":"2024-07-17T21:25:08.345Z"},"isTrusted":false,"allowSubscribers":true},"publishedAt":1729362636.965,"tags":["teams","agile-teams","agile","leadership","team-management","leadership-development","leadership-skills","team-building"],"title":"What's Wrong With Your New Team?","tldr":"When onboarding a new team, it's crucial to ensure clear expectations are set regarding the team's purpose, mission, and alignment with broader organizational goals. 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