When Team Collaboration Masks Problems: A Fresh Perspective

Over lunch recently, a lively discussion unfolded around a common workplace challenge. A friend shared how her team, known for its supportive and collaborative culture, faced an unexpected dilemma. When someone in the team fell behind or struggled to complete their work, the rest of the group stepped in to help, driven by a commitment to team success.

It worked until it didn’t.

The introduction of a new team member disrupted this balance. She wasn’t completing her share of the work—and the rest of the team, true to their collaborative nature, quietly picked up the slack. As frustrations grew, team members eventually decided to stop covering for her. Tasks went unfinished, deadlines were missed, and the consequences became visible. In response, the team leader stepped in to take on the uncompleted work herself.

For some at the table, this seemed like teamwork at its best. But some argued differently: by taking on her tasks, the team was preventing the underlying issue from becoming visible. Instead of solving the problem, they were unintentionally prolonging it.

This led us to reflect on deeper questions: What happens when well-intentioned collaboration starts to mask underlying problems? And how can leaders step in to ensure the balance between support and accountability—without sacrificing their own focus and effectiveness?

Understanding the Problem: Two Perspectives

To tackle this situation, let’s look at it through two lenses: Lean principles and effective leadership.

1. The Lean Perspective: Exposing the Problem

In Lean methodology, one of the core principles is to identify and eliminate waste. When team members consistently take on tasks that belong to others, it introduces inefficiency and obscures the real issue.

Here’s how this plays out:

• Hidden Problems Obscure Root Causes: Covering for underperformance, whether by the team or the leader, creates the illusion of smooth operations. This prevents the identification of deeper issues, such as unclear expectations, insufficient skills, or disengagement. Without visibility, teams—and leaders—cannot address what truly needs improvement.
• Uneven Workload Distribution (Muri): Overburdening certain team members disrupts balance, leading to stress, errors, and reduced overall efficiency. When leaders absorb these additional tasks, it compounds the issue by diverting their attention from strategic priorities and placing unnecessary strain on the system.
• Increased Variability and Lack of Standardization (Mura): Redistributing tasks unpredictably—whether among team members or to the leader—introduces variability in workflows. This undermines stability, makes deviations harder to identify, and limits opportunities for systematic improvement. Clear standards for task ownership and escalation are essential.
• Missed Opportunities for Continuous Improvement (Kaizen): Problems that remain hidden or are addressed reactively cannot trigger Kaizen initiatives. When leaders focus on filling operational gaps instead of addressing root causes, they miss chances to improve processes and empower their teams to resolve issues independently.
• Short-Term Fixes Create Long-Term Waste (Muda): Temporary solutions, such as reassigning tasks or the leader stepping in to complete unfulfilled work, evolve into systemic inefficiencies. These quick fixes become entrenched habits, reducing process efficiency and undermining productivity over the long term.
• Role Drift and Reduced Leadership Effectiveness: When leaders take on uncompleted tasks, their focus shifts from strategic oversight and process improvement to operational firefighting. This creates waste (Muda) by misusing leadership resources and reduces the overall effectiveness of the system. Leaders should focus on enabling the team, not compensating for its gaps.

Practical Lean Actions

These are just a few examples of Lean practices that can help uncover hidden inefficiencies, balance workloads, and improve processes. Depending on the specific challenges your team or organization faces, these actions can be tailored or complemented with additional Lean tools and approaches.

• Make Problems Visible: Use tools like Kanban boards, visual task trackers, or daily stand-ups to ensure that workflow and task ownership are transparent. This helps identify bottlenecks, gaps in performance, and unbalanced workloads early.
• Standardize Processes: Create clear, standardized procedures for task ownership and performance expectations. Standardization reduces variability, ensures accountability, and provides a foundation for identifying and addressing deviations.
• Address Root Causes: Apply the 5 Whys technique to explore why performance gaps exist. Is it a lack of skills, unclear expectations, or disengagement? Address these root causes rather than patching over symptoms.
• Balance Workloads (Eliminate Muri): Regularly review workload distribution to ensure tasks are evenly assigned. Encourage team discussions to redistribute tasks proactively before overburden becomes an issue.
• Enable Continuous Improvement (Kaizen): Foster a culture where inefficiencies are opportunities for learning and improvement. Implement regular feedback loops, retrospectives, or process reviews to identify and act on improvement opportunities.
• Avoid Quick Fixes: Resist the temptation to reassign tasks as a default solution to underperformance. Instead, address the performance issue directly and provide coaching or support to help the individual meet expectations.

2. The Leadership Perspective: Balancing Support and Accountability

From a leadership standpoint, this situation is a delicate balance between fostering collaboration and maintaining accountability. While stepping in to help shows teamwork, over time it can erode trust and motivation.

What Goes Wrong Without Intervention?

• Frustration and Resentment: High-performing team members feel overburdened and unappreciated when they see others not pulling their weight. If the leader steps in to compensate for underperformance without addressing it, this can exacerbate frustration. Team members may feel that their extra effort goes unnoticed while the leader avoids resolving the imbalance.
• Erosion of Trust: When leaders ignore imbalances or fail to hold underperformers accountable, team members may lose faith in their ability to address issues fairly. If the leader also takes on uncompleted tasks, it reinforces the perception that poor performance is tolerated, further eroding trust.
• Reduced Ownership: Habitually reassigning tasks—whether to other team members or the leader—leads to disengagement. Team members may feel their contributions aren’t valued, undermining their sense of ownership. When leaders take on tasks themselves, it unintentionally signals that the team cannot be trusted to fulfill its responsibilities.
• Tension and Conflict Within the Team: When team members step in to resolve the issue themselves, it can create power struggles and resentment. Similarly, when the leader takes over operational work, it disrupts the balance of authority and responsibility, potentially creating confusion about roles and accountability.

Practical Leadership Actions

These are just a few of the actions leaders can take to address performance gaps, rebuild trust, and create a balanced, high-performing team. Every situation is unique, so consider adapting these strategies to best fit your team’s needs and dynamics.

• Address Performance Gaps Directly: Initiate private, constructive conversations with underperforming team members. Identify challenges, clarify expectations, and provide support to help them meet their responsibilities. Tackling issues head-on prevents frustration from building among other team members.
• Reinforce Accountability: Set clear expectations for individual roles and responsibilities, and consistently follow up on task completion. Holding everyone accountable ensures fairness and fosters a culture where contributions are valued and balanced.
• Resolve Tensions Proactively: When conflicts arise, intervene early and facilitate open discussions. Address misunderstandings and emphasize shared goals to rebuild trust and maintain team cohesion. This prevents power struggles and resentment from disrupting the team.
• Create a Safe Space for Feedback: Establish a culture where team members feel comfortable raising concerns during structured meetings or one-on-ones. Open communication channels ensure issues are addressed collectively and constructively, rather than festering into deeper conflicts.
• Balance Collaboration with Boundaries: Encourage team members to support each other while setting clear limits to prevent overloading high performers. Define when and how collaboration is appropriate to maintain accountability and avoid creating dependency.

Why This Matters

Both Lean and leadership perspectives highlight the same truth: ignoring or masking problems doesn’t solve them. Instead, it delays resolution and risks long-term damage to team dynamics and results.

When leaders prioritize clarity, accountability, and open communication, teams can maintain a culture of support without compromising individual responsibility. Problems are no longer hidden but addressed transparently and collaboratively.

How to Move Forward

Whether you’re a team member or a leader, here are steps you can take to ensure collaboration builds strength rather than masks problems:

1. Encourage Visibility: Use tools and practices that make workload distribution and performance gaps clear.
2. Foster Accountability: Address issues constructively and focus on solutions.
3. Empower the Team: Equip everyone with the skills and clarity they need to thrive in their roles.

What’s your experience? Have you seen similar dynamics in your teams? How did you approach the situation? Share your thoughts in the comments—or feel free to message me directly if this resonates with challenges you’re currently facing.