Recently I was speaking with the leader of an organization. He was concerned about his team. The team had experienced significant growth over the past 6 months (from 2 to 6 employees) and he was concerned that some of the team members were not as independent as he was hoping they would be. My first question to him was how much time he spent coaching the new employees about their roles and responsibilities and how much time he had spent working with the team to determine the new methods and techniques for working within the expanded organization. It turned out that he had not been spending much time with the team. The Forming, Storming, Norming and Performing model (Bruce Tuckman 1965) of team work is well known and understood within the management and leadership discipline. It is also understood that long standing teams will re-experience these phases when there is a change in leadership or other environmental factors that affect the team (wikipedia). However, sometimes changes within the team itself cause the team to re-experience these phases. Whenever an organization goes through extreme changes (growth or decline) it is imperative for the leadership to get involved with the staff, to provide direction and guidance, to help them define the norms and standards of how the new team will operate. A team of senior or experience resources may be able to weather minor changes themselves, but a team of junior or inexperienced resources will need guidance and reassurance from their leader to handle even a minor change. The larger the change, the more involvement required from the management team.