You know your Team is Dysfunctional when …….
- Team members talk about each other not to each other
- No accountability only excuses and blame to another team member
- Members feel unappreciated, valued and respected by their manager and each other
- Communication is guarded, trust is low so no one communicates in fear of being set up or of being taken advantage
- Problems are never addressed; conflict is avoided and the real issues are continually ignored or excused
- The mention of change makes everyone nervous and real progress has to be forced
- There are competing visions, goals or objectives and it’s every team member for his or herself…
If everyone is moving forward together, then success takes care of itself.
You know you have a Dysfunctional Team Leader when …
- Because I say so is the answer to every question
- Passive-Aggressive behavior is the norm
- Narcissism taints every discussion, project and issue (see because I say so)
- No Commitment is every made, just push back
- There is lots of turn-over and the leader doesn’t care
- Creates division amongst the team through political posturing
- Little or no communication and what is communicated is guarded and unclear
Remember upon the conduct of each depends the fate of all.
~Alexander the Great
So why do I need a Coach when I can fix it myself?
It depends. Our founder spent 30 years fixing his teams. So why did he become a coach?
It takes more than just knowing how to fix/build a team. A third party participant quickly breaks down barriers, calls out bad behavior and can ask the hard questions. Barry M George, Founder/CEO of Impact Coaching+Advising.
Remember a Coach doesn’t fix it for you. A Coach fixes it with you. This partnership of honesty, clarity and an eye on the future is a catalyst for success.
What makes for a Highly Successful Team?
Many a book, blog and research project has taken on this question.
Here are the top ten for us all to work toward.
- There is a clear unity of purpose
Following an open discussion of the objectives members commit themselves and those they supervise to them; the objectives are meaningful to each team member.
- Team members are transparent about its own operations
Team members are both accountable for their operations and transparent to other team members. There is no territorial protection of my silo at all costs in a successful team.
- The team has set clear and demanding performance goals
When all team members are part of the same discipline (sales, accounting, finance, operations, HR) the common goals are easier understood. If the team is made up of different disciplines (typical for CEO/COO) getting the team members to blend their operations and company goals is the key. Teaching the leader and team members how to properly set goals and incentives is a key here.
- The atmosphere tends to be informal, comfortable, relaxed.
There are no obvious tensions, a working atmosphere in which people are involved and interested. Agendas free meetings. When everyone knows what needs to be accomplished it takes the tension out of meetings.
- Everyone participates in the Team
There are opportunities for everyone to participate. Titles and Personalities don’t rule great teams. Everyone is appreciated and participates
- People are free in expressing their feelings as well as their ideas.
The team talks too each other not about each other; both together and separately.
- Disagreement is good, opinions welcomed and conflict resolved
Disagreements are not suppressed or overridden by premature group action. The reasons are carefully examined, and the group seeks to resolve them rather than dominate the dissenter. Dissenters are not trying to dominate the group; they have a genuine difference of opinion. If there are basic disagreements that cannot be resolved, the group figures out a way to live with them without letting them block its efforts.
- Each individual carries his or her own weight,
The flip side of everyone participating is everyone contributing. Contributions need to exceed expectations of other group members. When projects are assigned (who-what-when) they are willingly accepted and completed by the team member(s)
- Criticism is frequent, frank and relatively comfortable.
The criticism has a constructive flavor — oriented toward removing an obstacle that faces the group.
- The leadership of the group shifts from time to time.
OK CEO this is a hard one. The issue is not who controls, but how to get the job done. Use your team dynamics to build better leaders and future transition