THE team leader is the boss, everyone has to do what he says... . At least that's what appears on the surface of things. But scratch the surface and one couldn't be more wrong.
There are more forces at play than an average manager can fathom. As the head, you may strive to create a cohesive atmosphere, but the team spirit goes for a toss as knotty issues gain precedence.
Hostilities reign supreme while you try to unravel what's going on. Needless to say, the whole team becomes a chaotic wreck and the entire organisation has to pay the price.
One rotten apple
Every team invariably has at least one member who functions with an entirely different agenda in mind. This disengaged, dysfunctional employee overtly challenges the leader at every step and tries to undercut his authority with constant refutations (some logical and true too), scornful criticism or personal attacks. Else, he may give in to malicious backbiting, telling tall tales or spreading spiteful rumours to covertly undermine the manager's influence.
Whatever be the means adopted, the end result is the same. After all, no prizes for guessing who employees will side with when an outsider `threatens' one of their own. Therefore, the perpetrator prolifically paints himself as an `innocent' victim and recruits gullible members by the dozen. With distrust written large in their eyes, the `allies' join forces to disrupt the team and shut out the leader. You were striving for unity and camaraderie only to be saddled with a `coming together' in an entirely different vein.
In the eye of the storm
When team leadership is in question, misguided members slowly drift away making you question why you ever decided to become a manager. Is it any wonder then that many a helpless team-head wants to quit the job out of sheer frustration?
Aggravated by the devious politics at play and unable to comprehend the petty motives, you may ostracise a few members or pit them against each other to get everyone to fall in line. Such shooting from the hip though just creates further resentment. You play right into the hands of the `Machiavellian manipulator' and end up pulling the team apart all the more.
It's all about the people
Well, combating the incipient shadows calls for a radical change in approach. As authors Mike and Harvey Robbins reveal in their path-breaking book, Why Teams Don't Work, "Instead of knocking people down, clear the path by winning over those who stand in the way".
Here's how to build fences and generate allegiance:
1. Try to unravel the core issue behind the deliberate sabotage. It may spring from a mere difference of opinion, misunderstanding, personality clash or ego hassle to an obscure notion of entitlement, vendetta or even unapologetic unscrupulousness. This understanding will pave the path for initiating engagement.
2. Once you size up the situation, have a private conversation with the team member. Ask questions to explore solutions to work together effectively even while reassuring him of his value and worth.
Subtly drive home that the undermining is self-defeating with imminent despair resulting from lack of proper leadership and guidance. Implore them to realistically appreciate what's in it for them and `climb aboard' with support to get the team back on track.
3. Overcome the resistance. Create an exciting work environment - honour members, empower them, allocate responsibility, offer constructive feedback, timely recognition, and help resolve problems effectively. Check your ego and step back to harness group energies and facilitate friendly interactions.
4. Avoid playing favourites and bow down to group perspective whenever possible to create buy-in. Persevere with genuine enthusiasm and inspirational support instead of bulldozing them into acceptance.
5. Use team-building events to help team members and all concerned bond. Tap the structured opportunity to understand the members' perspective, what they want and what makes them tick.
6. Candid honesty is the need of the hour. As HR manager and certified quality management facilitator, Lisa Simmons advises, `There will be times when you simply won't have all the answers. Admit you are only human and search for the solutions together. Trying to fool "most of the people, most of the time" only results in making you look foolish and reducing your credibility as a leader.' Willingness to acknowledge mistakes, differing views and critical feedback goes a long way in winning trust.
7. Sincerely advocate, `we are all in this together' and `there is no "I" in the team'. It will create a strong foundation that cannot be swayed. So, be willing to push the envelope for the entire team and lead by example.
Finally, before finding faults remember what renowned consultant Ram Charan has to say, `A leader gets the behaviour he tolerates or displays'.
There are more forces at play than an average manager can fathom. As the head, you may strive to create a cohesive atmosphere, but the team spirit goes for a toss as knotty issues gain precedence.
Hostilities reign supreme while you try to unravel what's going on. Needless to say, the whole team becomes a chaotic wreck and the entire organisation has to pay the price.
One rotten apple
Every team invariably has at least one member who functions with an entirely different agenda in mind. This disengaged, dysfunctional employee overtly challenges the leader at every step and tries to undercut his authority with constant refutations (some logical and true too), scornful criticism or personal attacks. Else, he may give in to malicious backbiting, telling tall tales or spreading spiteful rumours to covertly undermine the manager's influence.
Whatever be the means adopted, the end result is the same. After all, no prizes for guessing who employees will side with when an outsider `threatens' one of their own. Therefore, the perpetrator prolifically paints himself as an `innocent' victim and recruits gullible members by the dozen. With distrust written large in their eyes, the `allies' join forces to disrupt the team and shut out the leader. You were striving for unity and camaraderie only to be saddled with a `coming together' in an entirely different vein.
In the eye of the storm
When team leadership is in question, misguided members slowly drift away making you question why you ever decided to become a manager. Is it any wonder then that many a helpless team-head wants to quit the job out of sheer frustration?
Aggravated by the devious politics at play and unable to comprehend the petty motives, you may ostracise a few members or pit them against each other to get everyone to fall in line. Such shooting from the hip though just creates further resentment. You play right into the hands of the `Machiavellian manipulator' and end up pulling the team apart all the more.
It's all about the people
Well, combating the incipient shadows calls for a radical change in approach. As authors Mike and Harvey Robbins reveal in their path-breaking book, Why Teams Don't Work, "Instead of knocking people down, clear the path by winning over those who stand in the way".
Here's how to build fences and generate allegiance:
1. Try to unravel the core issue behind the deliberate sabotage. It may spring from a mere difference of opinion, misunderstanding, personality clash or ego hassle to an obscure notion of entitlement, vendetta or even unapologetic unscrupulousness. This understanding will pave the path for initiating engagement.
2. Once you size up the situation, have a private conversation with the team member. Ask questions to explore solutions to work together effectively even while reassuring him of his value and worth.
Subtly drive home that the undermining is self-defeating with imminent despair resulting from lack of proper leadership and guidance. Implore them to realistically appreciate what's in it for them and `climb aboard' with support to get the team back on track.
3. Overcome the resistance. Create an exciting work environment - honour members, empower them, allocate responsibility, offer constructive feedback, timely recognition, and help resolve problems effectively. Check your ego and step back to harness group energies and facilitate friendly interactions.
4. Avoid playing favourites and bow down to group perspective whenever possible to create buy-in. Persevere with genuine enthusiasm and inspirational support instead of bulldozing them into acceptance.
5. Use team-building events to help team members and all concerned bond. Tap the structured opportunity to understand the members' perspective, what they want and what makes them tick.
6. Candid honesty is the need of the hour. As HR manager and certified quality management facilitator, Lisa Simmons advises, `There will be times when you simply won't have all the answers. Admit you are only human and search for the solutions together. Trying to fool "most of the people, most of the time" only results in making you look foolish and reducing your credibility as a leader.' Willingness to acknowledge mistakes, differing views and critical feedback goes a long way in winning trust.
7. Sincerely advocate, `we are all in this together' and `there is no "I" in the team'. It will create a strong foundation that cannot be swayed. So, be willing to push the envelope for the entire team and lead by example.
Finally, before finding faults remember what renowned consultant Ram Charan has to say, `A leader gets the behaviour he tolerates or displays'.
PAYAL CHANANIA
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