Category Archives: Team Dynamics

Limited by Experience

It’s often thought that experience is a benefit to a team because someone who has done and seen it all can help others know what to expect. There is some truth to that because the statement “done and seen it all” is partially correct and aptly described as having “some” truth. The mistake many make is taking

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We all melt sometimes.

Millennials have a reputation for being sensitive and that has caused some people to call them snowflakes…because they melt easily under a little heat. During this Covid-19 crisis, we all got to learn that they are not the only generation that can be sensitive. We all melt easily sometimes. For example, some people lived in fear of

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What ended it?

Truth usually starts a conflict, but in the end, it is often also what ends it. Time and truth go hand in hand and during a conflict, things tend to be less pretentious. People learn the truth and sometimes that includes ugliness on both sides. The result of the argument, conflict, or fight can be many things

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What Started It

Most conflicts orbit around a discovery of truth. Teams can abide many things but at some point the inconsistencies within a team dynamic will make themselves known. This is because pretension that seeks to keep the peace is not centered on truth. Teams that avoid tough truths talk and work around what everyone knows is present because

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What am I working on?

Learners make the best teammates because they spend less time justifying their character flaws to demand acceptance by others and more time learning about how to mitigate or eliminate their own flaws so that their impact on others improves. They do this by making sure they are always working on something. They watch for moments that can

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Demanding the Ideal

One of the great things about less than ideal situations is that it teaches the team that a lot can happen when things are less than ideal. In what I would like to call the “old normal”, we could get away with settling for not doing something because it wasn’t ideal. Teams do this to control quality

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The Devil You Don’t

The overworked person is often overly praised and overly depended upon. They pride themselves on working harder and not needing the rest that others seem to require. They are known for getting it done and like the admiration of others in the form of dependence. They silently judge others for their lack of productivity and while they

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The Devil You Know

The lazy teammate is a constant thorn in the team’s side because they usually call attention to themselves when balls get dropped. The team begins to expect low performance and eventually begins to work around them by propping them up. That kind of “scadfolding” is extra work but it can be planned for. Teams often abide this

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The Work Ethic Spectrum

I see a spectrum of ranges when it comes to healthy work ethics and unhealthy ones. Most people think the only unhealthy work ethic is the lazy person who lacks motivation until they are threatened with getting found out or a loss of some kind. That is one end of the work ethic spectrum. The opposite end

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Leading vs Building a Consensus

Teams must be led. Leaders must look into the future in order to see the destination. The leader leads by casting a vision for what they see and then building a consensus around the path from here to the destination. The distinction between leading and building a consensus is that the leader must both see the future

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