Drexler/Sibbet Team Performance Model Overview
The Drexler/Sibbet Team Performance Model offers a framework that helps teams grow and reach their full potential. It breaks down team development into seven stages, each with its own actions and mindsets.
Origins and Development
Allan Drexler and David Sibbet created the model in the late 1980s. They blended research from organizational development, group dynamics, and business consulting.
Their main goal? Build a simple system that explains how high-performing teams come together over time. Drexler and Sibbet noticed that most teams move through a series of steps as they grow.
Organizations quickly picked up the model because it gave leaders a clear roadmap. Over time, industries like healthcare, education, tech, and consulting started using it to guide team building and fix team issues.
Key Principles
This model lays out seven stages, moving from getting started to reaching top performance. The stages are:
- Orientation
- Trust Building
- Goal Clarification
- Commitment
- Implementation
- High Performance
- Renewal
The first four stages (Orientation, Trust Building, Goal Clarification, Commitment) focus on forming the team. The last three (Implementation, High Performance, Renewal) keep performance high as the team matures.
Each stage brings its own challenges and focus areas. That’s what makes this model so useful for guiding teams step by step. More details live at The Grove Consultants.
Why Use the Model?
Organizations lean on the Drexler/Sibbet Team Performance Model to help teams tackle common challenges and set themselves up for success. Leaders use it to figure out what stage their team’s in and pick the right moves to keep things moving.
Each stage highlights a specific need or barrier. Managers can zero in on topics like trust or goal-setting at just the right time. The model saves teams from confusion, frustration, or wasted effort. Many teams notice better communication and stronger team dynamics by following these steps. There’s a decent summary over at PM Study Circle.
The Seven Stages of Team Performance
Teams build strength by moving through these stages, each with its own goal and set of hurdles. Early on, members find their place, build connections, and figure out why the team exists.
Orientation
Orientation happens when team members first gather and try to understand why they’re there. People want to know the team’s purpose, what’s expected, and their role.
Leaders need to share clear information and answer questions. This means explaining the team’s goals, why the project matters, and how success gets measured.
People crave structure so they feel less lost. A table or a quick list of facts can make things easier:
| Focus Area | Details |
| Team Purpose | Why the team exists |
| Expectations | Tasks and roles for each person |
| Structure | How the team will work together |
When orientation goes smoothly, it lays the groundwork for trust and understanding later.
Trust Building
Trust building is a must for any team that wants to function well. At this point, members get to know each other and start forming relationships.
They learn about each other’s skills, values, and attitudes. Trust grows when people feel safe to share ideas and make mistakes without being judged.
Teams need honest communication. Leaders should encourage real listening and respect for different viewpoints.
Without trust, teams get stuck with conflict or poor communication. Good trust building creates a safe place to share, ask for help, and rely on each other. That’s the heart of a strong team. There’s more on how teams develop trust if you’re curious.
Goal Clarification
Goal clarification kicks in when the group defines what they’re working toward. People need to agree on outcomes, milestones, and what success means.
This is the time to talk about which goals matter, what success looks like, and how to measure progress. Everyone should get a say so team members feel invested.
Clarity in goals keeps confusion and wasted effort at bay. Teams that know their objectives stay focused and motivated. Goal lists or charts can help make things visual.
Exploring the model’s focus on goal clarification shows how it shapes shared direction and purpose.
Commitment
Commitment is when team members buy into the shared goals and decide to give it their all. They make a mental and emotional investment in the team’s success.
Members confirm roles and responsibilities and commit to their part—and to the group. Leaders should keep expectations clear and make sure everyone feels included and valued.
High commitment helps people solve problems, stay motivated, and follow through. Teams with strong commitment tend to get things done, as shown in the Drexler/Sibbet model’s seven stages.
From Implementation to Renewal
In the final stages of the Drexler/Sibbet Team Performance Model, teams shift from action steps to peak output, and then to reflecting for ongoing success. Adaptability, open communication, and learning matter more than ever here.
Implementation
Implementation is all about turning plans into action. Teams figure out who does what, when, and where.
Everyone should know their own role. A strong leader makes sure tasks are spread out fairly and deadlines make sense.
Sometimes, barriers pop up—unclear instructions, uneven workloads, you name it. Regular check-ins and written plans usually sort things out. Communication and accountability keep things moving.
Implementation gives the team structure and sets them up to hit real goals. Without good execution here, teams can’t reach high performance. For a practical overview, check this summary of the model.
High Performance
High performance shows up as efficiency, trust, and a sense of unity. Teams at this stage find their rhythm and lean on each other’s strengths.
Feedback is honest and useful. People solve conflicts quickly and treat mistakes as learning chances. Members adapt to changes without much fuss.
Celebrating wins keeps motivation up. The team welcomes new ideas and sees challenges as opportunities to grow.
Continuous learning and resilience matter a lot. The group stays focused and energetic, even when projects or situations shift. You can read more about this stage in the Drexler/Sibbet Team Performance Model.
Renewal
Renewal is when teams pause and look back at what worked and what didn’t. This step keeps teams from getting stale or drifting off course.
It’s about holding retrospectives, celebrating wins, and learning from setbacks. Teams might mark milestones or tweak team rituals.
Adaptability is huge here. Members may refresh goals, shift roles, or bring in new people. It’s also a good time to plan training and set up systems for continuous learning and improvement.
By leaning into renewal, teams stay resilient and ready for whatever comes next. That keeps them effective for the long haul.
Critical Factors for High-Performing Teams
High-performing teams run on trust, open communication, and a real sense of cooperation. These qualities help teams work smoothly, face conflicts, and actually hit their goals.
Building Trust and Support
Trust is the bedrock of any high-performing team. When people know they can count on each other, they’re more likely to share ideas and admit mistakes.
This kind of openness encourages accountability and builds psychological safety. Support comes from leaders and peers alike.
Leaders build trust by being consistent and transparent. Peers pitch in by helping each other and giving constructive feedback. When trust and support are strong, teams adapt to change and bounce back from setbacks with less drama.
Teams with high trust deal with fewer misunderstandings and sort out issues with less conflict. Morale and motivation get a boost, too.
Effective Communication
Effective communication means sharing information honestly and clearly. Team members need to update each other and actually listen.
This helps avoid confusion, missed details, and repeated mistakes. Strong teams use all sorts of tools—face-to-face meetings, group chats, and written updates.
Regular check-ins and feedback loops keep everyone in the loop and ready to respond to new information. Clear communication sets up goals, divides tasks, and keeps everyone aligned with the team’s purpose.
Collaboration and ongoing success really depend on honest talks and straightforward feedback.
Collaboration and Cooperation
Collaboration means teaming up to reach a shared goal. People combine their skills and knowledge, and everyone should feel included in discussions and solutions.
Cooperation is about helping each other and tackling problems as a group. That could mean dividing tasks based on strengths or brainstorming as a team.
Teams with real cooperation share responsibility for wins and losses. The Drexler/Sibbet model highlights interventions to boost team collaboration and performance.
These steps help teams push past obstacles and get more done. Without true collaboration and cooperation, even talented groups can struggle to reach their best.
Leadership and Management Roles
Strong leadership, hands-on facilitation, and real management support matter when guiding teams through the Drexler/Sibbet Team Performance Model. Each plays a different part in helping teams reach high performance.
Leadership Responsibilities
Effective leadership matters at every stage of team development. In the Orientation stage, leaders set the direction and help everyone understand the team’s purpose.
They build trust by opening up communication and making sure each member feels heard and respected. As things move along, leaders clarify goals and expectations with the group.
They work side by side with members to set realistic, reachable objectives. Leaders help the team choose the best way forward and jump in to solve problems as they pop up.
In later stages, leaders celebrate wins and help the team adjust to new challenges. They encourage accountability and make sure everyone knows what’s expected of them.
Leadership development also means learning to adapt their style to what the team needs in the moment. It’s not always easy, but that flexibility really counts.
Facilitating Team Development
Facilitators get their hands dirty guiding teams through each stage. They use tools like team assessments, structured meetings, and feedback sessions to keep things moving.
Spotting issues early—like confusion or fading engagement—they act fast to address them. Facilitators help create a safe space for honest discussion, which is huge for building trust.
They break big jobs into smaller steps so goals feel less intimidating. When it’s time to make decisions, facilitators make sure every voice gets a shot and nobody’s left out.
Techniques like clear agendas, listening exercises, and tracking progress visually can make a big difference. Facilitators balance the push for results with supporting relationships and morale.
This balance keeps teams motivated through the whole Drexler/Sibbet Team Performance Model. Sometimes, it’s a juggling act, but it pays off.
Management Support
Management support means giving teams the resources, encouragement, and feedback they need to succeed. Leaders count on management for access to tools, training, and time for meetings.
Managers step in to remove blockers that slow things down. If teams can’t resolve conflicts themselves, managers help sort things out.
Ongoing support might look like checking on morale or joining in on key conversations to show real commitment. Good management sets clear priorities and offers regular feedback.
Managers help teams track progress and shift plans when things change. Their involvement sends a signal—teamwork and collaboration matter across the whole organization.
Integrating the Model in Team Development Programs
The Drexler/Sibbet Team Performance Model gives leaders a framework to build, assess, and improve teams. It keeps learning structured but focused on real progress.
Designing Effective Programs
Program designers align each of the model’s seven stages with activities that help teams grow. In early stages like “Orientation” and “Trust Building,” icebreakers, clear roles, and group agreements work well.
For later stages such as “Commitment” and “Implementation,” teams need more collaborative planning and hands-on tasks. Workshops and training sessions should fit what each team actually needs.
Visual aids like charts or maps lay out a clear path. Bringing in experiential learning turns ideas into something you can actually use.
Teams using structured team development programs based on the Drexler/Sibbet Model usually see better engagement and clarity. Trained facilitators help everyone move forward together.
Measuring Success
To see if a team’s moving forward, you need clear metrics. Define key performance indicators (KPIs) for each stage—maybe trust level, meeting participation, or shared goals.
Use regular feedback sessions or short surveys to hear from everyone. Track both numbers and stories—productivity’s important, but so are team satisfaction and communication quality.
Progress checklists help leaders spot issues before they snowball. After each big activity, grab feedback so you can tie daily actions back to the big picture.
Managers should tweak goals as teams move from forming to high performance. It’s rarely a straight line, and that’s fine.
Continuous Improvement
Continuous learning keeps teams effective in the long run. After hitting key milestones, teams should look back and ask what worked and what didn’t.
This habit of honest reflection drives improvement. Sharing lessons learned—through team retrospectives, anonymous suggestion boxes, or open chats—helps teams adjust for next time.
EIS (Enterprise Information Systems) can store and analyze team data. Leaders use this info for targeted training, tracking progress, and building a culture that values learning.
Digital platforms make it easy to document changes and improvements for future teams. It’s not just about the data—it’s about making it useful.
Enabling Innovation and Creativity
Teams aiming for high performance need real strategies for idea generation, problem-solving, and resilience. Focusing on these areas helps teams create stronger results and stay competitive when things shift.
Fostering Innovation
Innovation thrives when teams make it safe to share all kinds of ideas—even the weird ones. Open communication and valuing every voice can spark solutions you’d never expect.
Leaders should run regular brainstorming sessions, feedback meetings, and use structured decision-making to guide things along. Tools like idea boards—physical or digital—help track new suggestions and let everyone discuss and rank them.
Giving credit where it’s due builds ownership and keeps participation steady. Teams should review both their wins and their flops, learning from everything to keep improving their innovation process.
Rewarding effort, not just results, matters. Public praise or small perks motivate more people to pitch in with new ideas, keeping the innovation cycle alive.
Encouraging Creativity
Creativity grows when teams carve out space to experiment and try new things. Setting aside time for side projects or exploring different techniques can shake things up.
Creative exercises like mind mapping or role-playing push people beyond the usual. Teams benefit from outside perspectives, too—inviting someone from another department or a customer to join the conversation can reveal new connections.
When teams mix up skills, backgrounds, and thinking styles, they get more original solutions. Leaders need to encourage trial-and-error and make it clear that mistakes are part of the creative process, not something to hide.
Promoting Adaptability
Adaptability lets teams roll with changes. Teams that check in often on goals and adjust their approach as needed usually perform better.
Flexibility in roles helps when new challenges or opportunities show up. Training on new tools, methods, or industry trends keeps team members ready for what’s next.
Encouraging a growth mindset helps teams adapt faster and keeps learning going. Simple action plans for common problems—and clear steps to update them—make a difference.
Practicing rapid feedback and continuous improvement builds a habit of adapting to new situations without losing steam.
Overcoming Challenges in Team Performance
Teams hit conflicts, setbacks, and dips in motivation as they move through the Drexler/Sibbet Team Performance Model. Tackling these issues head-on helps teams build trust and get better results.
Managing Conflict
Conflict pops up all the time, especially when teams clarify goals or try to commit. It can come from unclear goals, clashing work styles, or just plain miscommunication.
Leaders need to address conflicts early before they blow up. Setting clear team norms and communication rules makes it easier to talk about problems.
Regular check-ins help bring hidden issues into the open. When conflict happens, a structured approach—like a table of perspectives—clarifies what each person wants:
| Team Member | Concern/Interest | Desired Outcome |
| A | Clearer task assignments | Less confusion |
| B | More input on decisions | More involvement |
Active listening and patience can cool things down and help everyone feel heard. Sometimes, a neutral mediator steps in to resolve differences and get the team back on track.
Building Resilience
Resilience helps teams bounce back after setbacks. It’s especially important when results don’t match expectations or progress stalls out.
Teams build resilience by reflecting on challenges, learning from mistakes, and celebrating small wins. Debrief sessions after key events give space to talk about what worked and what didn’t.
Leaders can model patience and remind everyone that setbacks are just part of team growth. Focusing on solutions instead of blame makes it easier for team members to recover and move forward.
Sustaining Motivation
High motivation keeps teams moving toward high performance. Motivation drops if people feel their work doesn’t matter or if goals are fuzzy.
Teams need to see real progress. Breaking work into smaller wins and tracking them on a chart or list keeps things positive.
Recognition—both private and public—reinforces effort. A clear sense of purpose and transparency about how each role fits in also boosts motivation.
Revisiting goals and celebrating milestones helps everyone stay connected to the group’s mission. For more on these strategies, check the Drexler/Sibbet model stages in this guide.
Maximizing Outcomes with the Drexler/Sibbet Model
Reaching high performance in teams takes clear goals, real accountability, and action. The Drexler/Sibbet model gives teams tools to tackle these areas and get past barriers.
Aligning Team Goals
Teams need shared goals to guide their work and measure success. The Drexler/Sibbet model puts “Goal Clarification” front and center in building a productive team.
Members talk through what they want to achieve and why it matters. This usually means discussing deliverables, deadlines, and key metrics.
Good teams write down their top objectives and refer back to them when deciding what to do next. Open conversations help avoid confusion and keep everyone on the same page.
Vision statements or project charters can outline priorities, roles, and what success looks like. Tools like charts or checklists help everyone stay focused on what matters.
For a deeper dive on setting team objectives, see this overview of the Drexler/Sibbet Team Performance Model.
Ensuring Accountability
Accountability means everyone’s responsible for their own tasks and results. In the Drexler/Sibbet model, clear commitments help avoid misunderstandings and missed goals.
Teams use action plans, task lists, or digital boards to track progress and deadlines. Leaders and members agree on who’s doing what and when it’s due.
Regular check-ins—like stand-up meetings—catch problems early. Constructive feedback helps people improve and builds trust.
If someone falls behind, the team looks for solutions together instead of pointing fingers. This shared approach builds a culture of responsibility and reliability.
Driving High-Performance Results
High-performance teams deliver quality results. They hit their goals, and honestly, that’s not easy.
The Drexler/Sibbet model walks teams through stages, ending with “Sustaining Performance.” By that point, teams have strong processes and high trust.
They can adapt when challenges pop up. You can feel it when a team just clicks and handles whatever comes their way.
Effective teams keep looking for ways to get better. They check what actually works and fix what doesn’t.
They celebrate progress, even the small wins. Data-driven choices and regular reflection help teams make smarter moves.
Building a high-performance team takes more than just skills. You need good relationships, too.
When people know they’re valued and what’s expected, they’re way more motivated. If you’re curious about how teams get there, check out this detailed guide on the stages in the Drexler/Sibbet model.
Conclusion
The Drexler/Sibbet Team Performance Model lays out a clear path for teams as they grow and work together. Teams can move through the seven stages and tackle their needs one step at a time.
Each stage—Orientation, Trust Building, Goal Clarification, Commitment, Implementation, High Performance, and Renewal—highlights a different aspect of team development. This structure helps teams figure out where they stand and what’s next.
When teams use this model, they can spot problems early and avoid wasted effort. As teams address each need, confidence and trust often grow within the group.
Not every team moves at the same pace. Some might linger in certain stages, while others breeze through.
High-performing teams lean on clear goals, strong trust, and open communication. The Drexler/Sibbet Team Performance Model gives practical advice for building and keeping these qualities over time.
