Problematic team relationships: a problem or a symptom?
The newspaper “O Observador” published Teresa’s viewpoint about when there are performance issues within teams, and we often focus on interpersonal dynamics without questioning the dysfunctions in the system we operate within.
Link to original publication in portuguese.
Eng excerpt version below
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In a recent coaching session, a client shared their difficulties in dealing with a superior. They considered this person quite disorganized and not focused on priorities. “They request things at the last minute,” they said with frustration. “I can’t understand how someone like that holds such a senior position.” I asked, “To what extent might the characteristics of your organization explain this type of behavior?” They replied, “None at all, others manage just fine; the problem is this person.” I continued, “Earlier, you mentioned that in a specific situation, the entire team, including C-level executives, had to work late to meet a deadline. Could there be something in the way you organize your work that also contributes to these situations?” “Yes, that’s true. Sometimes, there are other delays.”
This insight allowed us to take the conversation to another level: we moved from addressing interpersonal difficulties between two people to discovering constructive ways to handle certain work processes that become particularly inefficient when collaboration is required between them.
Over the years, in my work with individuals and teams, I’ve encountered and experienced similar situations: when there are performance issues in teams, we often focus on the dynamics of relationships between people. It’s easy to quickly conclude that one or two individuals are the problem, without questioning whether there are dysfunctions within the system itself that fuel and perpetuate these difficulties.
Focusing on a team’s internal dynamics can explain the limited impact of many team-building interventions: improving relationships between people is crucial, promoting reflection and acceptance of differences within the team is essential, and co-constructing work processes is vital. The question is: to what extent is the team trying to improve its internal dynamics based on its purpose within the organization? How much effort is the team putting into improving its internal cooperation, while taking into account the expectations and feedback of its stakeholders?
A key condition for a team’s success is how it perceives its purpose and where it focuses its attention. Just a few days ago, I spoke with the European leaders of a team that will be involved in a coaching program. Following a recent organizational change that significantly expanded its responsibilities, this team will integrate new members while losing others. One of the leaders listened with curiosity as I emphasized the importance of the team pausing to clarify its purpose. “But isn’t that a given?” they asked. “What has the team clarified about how it will measure success and how its new purpose will be lived day to day?” “Yes, that makes sense,” they acknowledged after reflecting for a moment. “In a change process like this, it’s easy for people to assume goals for the team that differ from what we actually aim to achieve.”
Naturally, a team’s performance is the result of complex and dynamic factors that are not limited to clarifying its purpose. And, of course, there are performance problems in teams that can be explained by individual characteristics and/or the relationships between its members. People do make a difference: research consistently shows that high-performing teams only emerge when they are composed of the “right” people. The right people are those who possess the technical, interpersonal, teamwork, and problem-solving skills needed to tackle existing challenges. But the right people are just one of many conditions.
Next time you encounter performance issues within the teams that report to you or those of which you are a part, question the root causes of the situation. Difficult relationships between people are just one of the angles from which to reflect on it.
Co-Coordinator of the Leading and Energizing Teams for Performance Program
Executive and Team Coach
