In my coaching sessions, I often spot about the importance for a leader to see not only the obvious roles in a team but also to understand the team's work as a system. To do this, it's crucial to recognize the manifestation of individual roles within the team.
I want to talk to you about the hidden "individual roles," or more precisely, destructive behavior patterns in a team, described by
Kenneth Benne and
Paul Sheats. These often remain in the shadows but can significantly affect the dynamics and speed of the group's progress.
Let's use my favorite metaphor - mountain climbing. In the climbing team we could find the predefined roles, as example leader, someone who walks through the snow, another who leads on the rock route, a radio operator who keeps communication lines open. But what if someone in the most dangerous place suddenly decides to switch roles and climbs a sheer rock face in crampons? In teamwork, there are roles that either help the team move along the route or hinder progress, or worse, lead to irreparable consequences.
The Aggressor: Rebel with or without a cause?This person constantly criticizes colleagues' ideas in meetings, often getting personal. They rarely listen to arguments for or against and cling to outdated rules. Often, due to their comments, other team members prefer to stay silent to avoid another barrage of criticism. Arguing with them is also unproductive, so discussions become sluggish and the team loses momentum. In the long run, there's less and less room for creativity and open communication in the team.
When I notice such a pattern, I analyze where in which part of the project we need criticism - it could be risk analysis, project documentation, or bug fixing. By switching the aggressor to this activity and directing their energy there, we can reduce the impact of their behavior. And of course, don't forget to have a one-on-one conversation with them to identify the true reason for such behavior; it might be a type of defense mechanism due to an inability to propose their own ideas.
The Blocker: Tradition Keeper or Progress Brake?Imagine that during the ascent, one of the climbers constantly suggests returning to the previous point of the route, claiming it was safer there. In a team, this person resists any new ideas and constantly returns to discussing already made decisions.
Such behavior can seriously slow down the team's progress, creating a feeling that the group is going in circles. However, sometimes the "blocker" can prevent hasty decisions, forcing the team to rethink their actions.
To channel the energy of the "blocker" in a constructive direction, I often suggest they take on the role of "experience keeper." Their task is to keep a journal of decisions made and their justifications. This satisfies their need for stability and uses their attention to detail for the benefit of the team. Also, it's important to have a personal conversation with them to understand if their behavior is caused by fear of change or lack of confidence in their own abilities.
The Recognition-Seeker: Team Star or Attention Thief?This team member is like a climber who, at every stop, talks about their past ascents, even if they have nothing to do with the current route. They constantly strive to be the center of attention, hogging the limelight during discussions.
Such behavior can inspire others with its enthusiasm, but risks distracting the team from common goals. Colleagues may feel that their contributions are undervalued, which reduces overall motivation.
I usually try to channel the energy of the "recognition-seeker" towards presentations. For example, I assign them to present team achievements at general meetings or represent the project to clients. This gives them the desired attention while benefiting the entire team. It's also important to work on creating a culture where everyone's contributions are recognized to satisfy each team member's need for recognition.
The Confessor: Trust Builder or Boundary Violator?Imagine a climber who, at the most intense moment of the ascent, starts sharing their personal problems. Such a person in the team often reveals inappropriate personal issues, using work meetings as a platform for "confession."
On one hand, this can create an atmosphere of trust and humanity in the team. On the other hand, it blurs professional boundaries and distracts from work tasks.
Regular informal team meetings where more personal communication is appropriate could balance the situation. This could be, for example, a monthly team dinner or "coffee breaks." This way, the "confessor" gets space for self-expression without disrupting the work process. In addition, in individual conversation it would be good to focus on the importance of balancing personal and professional matters in the work environment.
The Playboy: Tension Reliever or Seriousness Underminer?Imagine a climber who doesn't stop joking and fooling around even on the most dangerous part of the route. In a team, this is a person who cracks jokes even in the most tense moments of discussion, often displaying cynicism or inappropriate humor.
On one hand, such a team member can relieve tension in stressful situations. On the other hand, their behavior risks devaluing the importance of the topics being discussed and distracting attention from critical tasks.
To channel the energy of the "playboy" in a constructive direction, it's good to give them the role of moderator in creative sessions or brainstorms. Here, their light approach and ability to lighten the mood can stimulate the team's creative thinking. In one-on-ones, provide an example of a situation where a joke stopped the conversation and discuss how to find the balance between humor and seriousness, explaining when jokes can be harmful.
The Dominator: Leader or Tyrant?This is like a climber who insists on their vision of the route, ignoring the opinions of even more experienced team members. In a work environment, the "dominator" tries to assert power or superiority over the group, manipulating or suppressing others.
Such behavior can speed up decision-making, but seriously suppresses the initiative and engagement of other team members. In the long run, this leads to a decrease in creativity and innovation in the group.
With "dominators," for leaders is only one way - redirect the energy and confidence in a constructive direction. For example, I suggest they take on the role of mentor for newcomers or leader in specific projects where their decisiveness will be useful. At the same time, it's important to work on developing their active listening and empathy skills, possibly through special training or coaching.
The Help-Seeker: Empathy Stimulator or Emotional Vampire?Imagine a climber who expresses uncertainty and asks for help at every step, even when it's not needed. In a team, this is a person who constantly expresses doubts about their abilities, seeking support and sympathy from colleagues.
On one hand, such behavior can strengthen mutual support in the team, creating an atmosphere of care. On the other hand, it risks creating a general atmosphere of uncertainty and reducing productivity, as other team members spend a lot of time supporting and encouraging.
To work with the "help-seeker," it could help to build a "share-knowledge" culture in the team and hold regular Q&A sessions. This gives them the opportunity not only to receive support but also to share their knowledge, boosting their self-esteem.
The Special Interest Pleader: Justice Fighter or Manipulator?This is like a climber who constantly speaks on behalf of the "tired" or "cold" climbers, although no one asked them to. In a team, such a person often speaks on behalf of certain groups or interests, masking their prejudices or biases with concern for the "common good."
Such behavior can raise important issues that might otherwise go unnoticed. However, it also risks creating a false representation of the team's needs and causing unnecessary conflicts.
When working with a "special interest pleader," I try to direct their energy towards creating a more inclusive environment in the team. For example, I suggest they take on a role in developing an anonymous feedback system or in organizing regular meetings where everyone can express their opinion. It's also important to have a conversation with them about the importance of allowing people to express their own interests and needs.
My ObservationsThroughout my years of coaching and leading teams, I've noticed that recognizing these hidden roles is just the beginning of creating a more harmonious and productive team. As a leader, your challenge isn't to eliminate these roles, but to harness the unique qualities and abilities of each team member for the collective good. When properly channeled, each of these roles can become a valuable asset.
However, it's crucial to acknowledge that despite our best efforts to positively redirect behaviors, some toxic manifestations may persist. If you encounter an individual who consistently fails to recognize their destructive patterns and resists change, even after interventions and support, it may be time to consider more decisive actions.
In these situations, prioritizing the health and productivity of the entire team might mean transitioning this person to another position or even out of the team. Remember, your primary responsibility is to the overall well-being and effectiveness of the group. At times, removing a persistent source of toxicity is the most responsible path a leader can take to preserve team dynamics and ensure long-term success.
As you reflect on your own team and leadership style, consider these critical questions:
- Which of these roles have you noticed in your team?
- How have these roles impacted your team's dynamics and performance?
- Most importantly, what is your own individual role? How do you contribute to or potentially disrupt your team's harmony?
Understanding your own role is perhaps the most challenging yet rewarding aspect of this reflection. It requires honest self-assessment and a willingness to change. Remember, as a leader, you set the tone for your team. Your journey in understanding and managing these complex team dynamics is ongoing. Embrace the challenge, be open to feedback, and watch both yourself and your team transform.