How to use a Team Leadership Model to increase performance

Having clarity on what’s expected from a leader can help you lead your team with success.

This is where the team leadership model can help.

In this article, I share my reflections on the concept of team leadership model and tell you how it can help you become a more effective team leader.

What is a Team Leadership Model?

A team leadership model is a framework that provides team leaders with a roadmap to diagnose and solve team problems.

It is a systematic approach that helps team leaders identify the cause of team issues and take corrective action to improve team performance.

And this will help you address the eight elements of successful teams as categorised in When Teams Work Best: 6,000 Team Members and Leaders Tell What It Takes to Succeed.

These are:

1. A clear and inspiring goal
2. A structure that’s focused on results
3. Competent and diverse team members
4. Unified commitment and teamwork
5. A collaborative environment
6. High standards for excellence
7. Principled leadership
8. Adequate external support

So let me tell you more about one of the most well-known team leadership models.

It’s called the Hill’s Team Leadership Model. It’s named after its original author: Susan Kogler Hill.

This model provides team leaders with a mental map to help them diagnose and solve team problems. The team leadership model in Hill’s Team Leadership Model is based on four steps :

1. Assess if the situation requires action or monitoring
2. Identify whether the problem is internal or external to your team
3. Intervene with the appropriate type of intervention: task, relational, or environmental
4. Execute to achieve higher team performance

Go deeper: If you want to become a better leader, I definitely recommend my selection of these 7 must-read leadership books.

The Four Layers of Hill’s Team Leadership Model

1. Assess: Does the situation require action or monitoring?

Your first job as a leader is to assess the urgency of the situation. Does it need immediate intervention, or should you simply keep an eye on things for now?

Example: If a team member is missing deadlines or delivering subpar work, don’t jump to conclusions. First, decide if this is a pattern needing immediate attention or just a one-time issue that can be monitored. If it’s urgent, move on to the next step. If not, keep observing and gather more data.

In my experience, leaders often feel pressured to act quickly, but learning when to step back and watch can prevent unwanted reactions and help build a culture of trust within the team.

Sometimes, doing nothing is the best action. Letting small issues play out can show the team you trust them to solve their own problems. You don’t need to intervene in every hiccup.

 

2. Identify: Is this problem internal to the team or external? to internal or external leadership

Now that you’ve decided action is needed, find where the problem is coming from. Is this an internal team issue (like communication, performance, or team dynamics)? Or is it external (like lack of resources, external pressures, or conflicting priorities from other departments)?

Example: If your team is clashing over priorities, this is likely an internal issue. But if they’re struggling because another department isn’t delivering needed data on time, that’s an external challenge. Recognising the source helps you take the right approach.

Misdiagnosing a problem can lead to ineffective solutions. Always ask yourself, “Is this really within my team’s direct control, or is the source external to the team?”

That being said, you should challenge the assumption that external problems are out of your control. While you might not control the cause, you can often influence or mitigate its effects. For instance, if the issue arises between your team and another department—due to misaligned priorities—this is often seen as an external challenge that’s difficult to influence. But instead of waiting for the other department to fix things, you could try to initiate regular cross-department meetings or create joint KPIs that align your goals.

This approach reframes the problem as something within your sphere of influence.

3. Intervene: Does the solution require a task, a relational, or an environmental intervention?

Once you’ve diagnosed the problem, choose the right type of intervention.

There are three main options:

• Task Intervention: Focus on the work itself. Clarify goals, restructure workflows, or provide additional training.
• Relational Intervention: Focus on team dynamics. This could mean coaching individuals, resolving conflicts, or fostering stronger collaboration.
• Environmental Intervention: Focus on external factors impacting the team. This might involve gathering resources, advocating for the team, or improving cross-department collaboration.

Example: If the team’s issue is task-related, you might need to clarify unclear goals or provide training to upskill them. If it’s relational, you might need to address conflicts or communication breakdowns.

It’s important to recognise which lever to pull. Task and relational interventions are commonly used, but environmental interventions are often overlooked—especially when external pressures are mounting.

Try layered interventions—addressing multiple areas simultaneously. For example, you might restructure a task (task intervention) while also coaching the team on better communication (relational intervention). This multi-dimensional approach can address root causes more effectively.

 

4. Execute: Lead your team to high performance

The final step is executing the intervention you’ve chosen. Whether you’re restructuring tasks, improving relationships, or removing external roadblocks, your goal is to enable the team to perform at a higher level.

Afterward, continue to develop the team through coaching and maintain momentum by checking in regularly.

Example: If you’ve clarified goals, make sure they’re tracking progress. If you’ve improved team dynamics, ensure they continue to communicate well and collaborate effectively.

Execution is where most leaders stumble—too much focus on acting, not enough on following through. Make sure you regularly check on progress to ensure the intervention sticks. Implement a feedback loop. After executing an intervention, schedule a structured follow-up to gather feedback from the team. This helps refine future interventions and reinforces accountability.

But it’s not always true. Sometimes, even after intervention, it’s best to step away. Let the team own the execution. Micromanaging the intervention can stifle their ability to grow and solve problems independently.

Lead your team to success—starting today!

Leading a team is tough. Trying to balance performance, morale, and the day-to-day grind can feel like a juggling act. That’s why I wrote Be an Inspiring Team Lead—to give leaders like you practical, no-nonsense advice to help your team thrive.

If you’ve ever felt like:

• You feel like you’re working harder than ever, but your team isn’t keeping up
• You want to motivate your team, but you’re not sure how to start
• You want to lead in a way that actually inspires people, not just manages them

This book is for you.

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