The Challenge of Building Remote Teams That Actually Work

It’s one thing to build a team when everyone’s in the same room. You can read body language, grab coffee together, and solve problems face-to-face. But in today’s hybrid and remote work environments, those familiar signals are gone. Leaders now face a more complex challenge: creating tight-knit, high-performing teams—virtually.

Fortunately, there’s a proven framework that can help. The Tuckman Model—first introduced by psychologist Bruce Tuckman in 1965—outlines four stages of team development: Forming, Storming, Norming, and Performing. In a hybrid world, the model still applies—but it needs a 2025 update.

Forming: Setting Expectations from Day One

When a new team forms, people are polite, cautious, and unsure of the rules. In remote settings, this uncertainty can be amplified. Without hallway chats or visual cues, team members often struggle to understand expectations or bond naturally.

Leadership Tip:
Start with clarity. Share a team charter, set communication norms, and introduce everyone through structured video calls or virtual meetups. Use tools like Slack, Miro, or Notion to build shared spaces that give your team a “home base.”

Storming: Managing Conflict Without Drama

The Storming stage is where the tension rises. Team members test boundaries, challenge roles, and bump heads. In traditional settings, managers can smooth things over during informal chats. But remote teams often let conflict simmer in silence.

Leadership Tip:
Proactively create space for disagreement. Normalize healthy conflict in meetings. Rotate meeting facilitators to give everyone a voice. Most importantly, watch for signs of disengagement—like silence or missed deadlines—and intervene early.

Norming: Establishing Flow and Trust

Once a team works through the friction, they begin finding their rhythm. Roles are understood, systems are in place, and people begin to feel safe contributing.

Leadership Tip:
Reinforce progress by celebrating wins—big or small. Set regular rituals, like weekly check-ins or retrospectives. Be consistent. In hybrid teams, trust is built not through presence but through reliability and recognition.

Performing: Scaling Results Without Burning Out

At this stage, the team is in sync. They collaborate well, solve problems quickly, and drive real results. But even high-performing teams can slip if they’re not nurtured.

Leadership Tip:
Protect their momentum. Reduce unnecessary meetings. Empower team members to lead initiatives. Introduce rotating leadership so no one becomes a bottleneck. Encourage regular feedback loops to keep improving.

The Fifth Stage (Yes, There’s One More): Adjourning

Often overlooked, the Adjourning stage occurs when a project wraps or a team disbands. For remote teams, closure matters even more because relationships are mostly digital.

Leadership Tip:
Mark the ending. Host a virtual celebration or retrospective. Allow space for appreciation and reflection. Closure helps team members move on with a sense of purpose and pride.

Final Thoughts: Teams Still Need Leaders—Even Virtually

The Tuckman model may be 60 years old, but its insights are more relevant than ever. In a hybrid world, forming a strong team requires intention, consistency, and empathy. With the right approach, you can guide your team through each phase—no matter where they log in from.

Remember: Remote doesn’t mean removed. The best teams build trust not by being in the same place—but by being on the same page.

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