In the last video, we talked about how we can apply the Tuchman model and our effective day to day leadership model together. So think about leading a whole team. But that description can leave some questions unanswered. And one of the questions that leaves unanswered is what happens when the team goes through a change someone important leaves, someone important joins, the team gets retasked. And this transformation, if you like, can throw the team back through the lifecycle phases. A big enough change the team is completely retasked.

A new members join means that actually nobody's quite sure who's who, what our roles are and what we need to do. If you carry on trying to lead that team as if it's still in the performing stage with a light touch. Not a lot of support. Not a lot of instruction. The team will fail. You need to go back to stage they're at now and diagnose how much support they need for the interactions and how much instruction they need.

And if, let's say a new member joins the team at a terribly senior level, with a lot of experience, people will jockey for position with that person. Or maybe there's a gap someone leaves and people are competing to get the promotion to do that role. That feels a lot like the storming stage, you need up the amount of support you're giving to the team. So think about the amount of support you need and the amount of instruction you need, not just as the team progresses through its lifecycle. But as the team changes and transforms