“Every time you, as the manager, take a team problem behind closed doors, you participate in a grand collusion that cripples the team from solving ANY problem,” I said.
“What do you mean collusion?” Miriam asked.
“Faced with a problem the team doesn’t want to deal with, they panic and engage in non-work behaviors, so they don’t have to deal with the problem themselves. Remember your team of independent technical contributors, all very competent on their own, but they butt heads when they are required to work together?”
“You give them a difficult project where they have to work together,” I continued. “What is the first problem they have to solve? And here is a hint. It has nothing to do with the project.”
Miriam was quiet for a moment, then, “You are right. The first problem they have to solve is how to work together. But are you suggesting that, as the manager, I put them in the same room and talk about their inability to work together?”
“Yes. And what is the reaction when you say, ‘Gentlemen, I called this meeting today to discuss how difficult it is for the three of you to work together. We are going to talk about your behaviors that derail projects and what behaviors need to change.’ Then you stop talking. How is your stomach feeling right about now? How are the stomachs of each of your team members?”
“Are you kidding? It makes me feel queasy just to think about saying that to the group,” Miriam admitted.
“Then, you know you are talking about a real issue. When everyone in the room has their stomach upside down, you know the team is dealing with a real issue. High performance teams get comfortable with discomfort. Low performance teams go into non-work and want you, as the manager, to solve the problem for them.” -Tom