Signs Your Team May Be on the Brink of Dysfunction

[I am taking one for all the managers]

So, the internet's flooded with tons of articles about how to spot a bad boss, what makes them suck, and all those red flags. And of course, we've all heard the famous line in the corporate jungle: "You don't leave a job; you leave a bad manager" We're pretty clued up on spotting bad leaders, but, do we know what a bad team looks like from the manager's or leader's point of view?

Pause for a moment and ponder this: Can you relish working in a company where you have an incredible boss offering support and protection, while your colleagues are ensnared in a toxic culture? The instinct is often to lay blame squarely on the manager for maintaining a positive culture. However, my decade-long experience in team management across the globe tells a different story — it's not always that straightforward.

Exceptional teams are no random occurrence. They emerge as the outcome of adept leaders who not only exemplify excellence but also weave healthy habits into the very fabric of the team. Yet, there are instances when factors beyond a leader's control come into play, and some challenges prove more elusive to detect. Consider the absence of diverse viewpoints within a team – a scenario where comfort might stifle innovation.

1. Communication Breakdown

In the tapestry of team dynamics, a communication breakdown emerges as a telltale sign of dysfunction. This unravelling can take various forms — clandestine sidebar conversations, a palpable dip in morale, a waning of engagement, and in more severe cases, the unwelcome presence of workplace bullying.

2. Lack Of Trust

Trust is the bedrock of successful teams. Without it, dysfunction looms large—negative assumptions, reluctance to spend time together, and hesitation to seek help prevail. Leaders can instil trust by fostering a culture of vulnerability, valuing honesty, and leading by example.

3. Unresolved Conflict

Teamwork often sparks conflicts, but when these disputes linger, transforming into unspoken resentments, they become impediments to performance. Indicators such as missed deadlines, gossip, cliques, complaints, and substandard work can be warning signs. Leaders must be vigilant, swiftly intervening to address these issues and sustain optimal team effectiveness.

4. A significant talent drain

High turnover suggests team dysfunction—whether due to trust issues, oppressive or toxic culture, or non-competitive pay. Formalising exit interviews to glean insights for organisational change can help, but this comes top down.

5. Withdrawal

When teams slide into dysfunction, members may subtly distance themselves, often without conscious awareness. Their investment in the process and outcomes diminishes. A discerning leader, noticing a decline in creativity, enthusiasm, and communication, must rekindle team engagement. Encourage shared project ownership, illuminate individual contributions to team strength, and generously provide positive feedback to reignite enthusiasm.

6. Becoming Complacent

Teams tend to gravitate towards "Groupthink," forsaking diverse ideas and hindering productivity. Effective teams thrive on multiple perspectives, requiring members to understand distinct roles and engage in respectful challenges. "Groupthink" stifles healthy debate, posing a detriment to the team. Leaders can counteract this by reaffirming team roles, revisiting the team's purpose, and clarifying optimal operational strategies.

7. Poor Decision-Making

A team's inability to make decisions signifies a dearth of cohesion and trust. Conflict around decisions, when managed effectively, fosters cohesion and transparency. Stagnation occurs when teams grapple with decision-making, hindering progress. Delayed decisions result in diminished accountability, causing setbacks in productivity and morale. The failure to make decisions is a symptomatic hurdle in team functionality, impeding overall progress.

8. Tattling and Gossiping

Reporting isn't the same as constructive sharing. While having eyes and ears updating you in your absence may seem beneficial, beware. When team members excessively report behind-the-scenes details, it's labelled as "tattling," signalling potential dysfunction. In a recent startup, the Chief People Officer's penchant for this created a toxic culture. The result? Team members became overly cautious and fearful. Despite seeming helpful, address this issue promptly to prevent escalation.

9. Blame Game and Lack Of Responsibility

When team members start blaming others, over-defending their actions, and shirking responsibility, you're facing blame disorder. This issue often stems from a fear of failure and a dearth of trust and safety. Leaders can tackle this by exemplifying accountability, taking ownership of mistakes, and viewing failures as opportunities to learn.

10. Silos

Track collaboration and brainstorming. Observe the language used—note if there's an excess of "I" over "we" in discussions about projects and outcomes. Initiate individual conversations to gather diverse perspectives, encouraging open expression before the full team discussion. Set and enforce clear engagement rules, holding everyone accountable.

11. Feedback Don't Matter

When team members withhold true thoughts and feelings, dysfunction creeps in. A savvy leader fosters a safe space for open dialogue, modelling vulnerability. Seeking and providing candid, honest feedback is a key step toward enhanced openness. This nurtures trust, ultimately boosting team functionality.

12. Workload Imbalance

Top teams unite with a shared purpose, each member equally committed. Dysfunction arises when a few bear the brunt of the workload. To rectify this, leaders can ensure team members grasp, commit to, and comprehend set goals. Clear roles and responsibilities for every individual are essential for achieving these objectives.

13. Scapegoating And Subgroups

Early warnings: constant scapegoating, subgroups emerging, and communication breakdowns causing performance issues (e.g., missed deadlines). A savvy leader can try to engage with each team member individually and as a group, uncovering core issues, brainstorming solutions, and resetting team norms and goals.

14. Fixating on Problems

A team nearing dysfunction often dwells on current and past issues. A leader can shift the narrative through a "future back" exercise. Encourage envisioning a time when problems are resolved, and everyone is energised and performing at their peak. From that vantage point, identify the key commitments, resources, requests, and actions needed to achieve the desired outcome.

A leader can navigate these issues by gaining a nuanced understanding of the challenges at play and identifying the pivotal figures involved. Armed with insights, a manager can then strategically deploy team-building interventions to stitch back together the fabric of cohesion.

When grappling with a multitude of these issues, corralling the team and dispelling negativity becomes a formidable task. As a leader, you should continue to persist in forging an exceptional team.

Concluding, here is a noteworthy remark by Steve Jobs

"Great things in business are never done by one person. They’re done by a team of people."