I had coffee the other morning with “Elaine.” (Have you noticed how much coffee I drink? 😊) She had recently moved into a C-suite position with a biotech — she was already wondering if she made a mistake.
The problem is not the job itself or the people she works with as individuals. It’s the group dynamics. Specifically, the way the leadership team interacts with each other. As she explained: “People are too f-ing nice.”
The default mode of interaction is one of support and collaboration, seemingly at all costs. Disagreements (let alone vigorous debate) don’t happen, and she feels strong pressure to defer to whichever functional head is presenting their idea. Those that don’t are seen as disruptive and not team players.
Elaine believes this is stifling creativity and leads to decisions that are less than optimal. She thinks the team’s discomfort in pushing back on ideas and generating new ones is seriously impeding the company’s success and she’s frustrated.
Team Dynamics Matter
You often hear it said that “people don’t leave a job; they leave their boss.” Of course, that’s common. There are plenty of bad bosses (CEOs) and plenty of reasons the match is not a good one.
However, quite commonly it’s not the CEO directly. Rather, it’s the team dynamic the CEO has established or allows. People often neglect to take this into account when choosing an organization. And yet, as Elaine is seeing, it can have a significant impact on what gets accomplished and overall work satisfaction.
Elaine felt strong chemistry with the CEO when interviewing and shared his values of a supportive and collaborative culture. What she didn’t understand is how his highly conflict-avoidant style and his inability to handle disagreement affected the executive team dynamic.
Common Causes
Poor executive team dynamics are not uncommon, and often fall into the following categories.
One, the CEO that is uncomfortable with conflict, leading to a situation like Elaine’s where people have learned that only positive interactions are permitted.
Two, there is a highly capable but highly political person (or more than one) whom the CEO loves (people like this are excellent at manipulation) but is either unaware or unwilling to confront the bad behavior and disruption this person is causing.
Three, people whose jobs have outgrown them (something we encounter quite often in start-ups). They lack the skills or sophistication to take on the next challenge as the organization expands. There can be a reluctance — usually out of misplaced loyalty — to move them elsewhere.
Whatever the specifics, these situations and others like them permeate down through the organization at every level.
Some CEO Recommendations
It’s up to the CEO to establish the rules of engagement within the executive team and the organization more broadly. Some suggestions…
#1. Pay close attention.
Problems with team dynamics can be difficult to spot,especially by the person at the top who may be shielded from some of what’s going on. So, you must look for it.
Are people coming to you one-on-one after meetings to complain or bring things up they don’t mention when part of the group? Are you getting specific feedback about what is or isn’t working? What themes are you seeing regarding the overall health of your team?
#2. Model the behavior you want.
A CEO who shouts in meetings or has conversations behind the backs of others should expect that same behavior from the team. Your people are watching you closely; they will do — or not do — what they see from you.
#3. Hold others accountable.
If there are patterns of behavior that are not acceptable, it’s up to you to step in and put a stop to it. For example, if you look the other way when a star performer breaks the rules, you lose all credibility. Whatever their contribution, if poor behavior continues, they need to go.
When Considering an Organization
No one accepts a new job without evaluating who they will work for and with. But the actual team dynamic piece is often overlooked.
Make it a point to interview individually with all future peers on the executive team. Ask how decision are made, how conflicts are resolved, and how they would describe the CEO. What would they like to change about how the team functions?
Ask the same questions of each individual and look for inconsistencies and what is not being said. Overall, be in the mode of wanting to genuinely understand how things work.
No CEO is Perfect — Be Part of the Solution
A CEO can be a solid leader in many aspects, but there is no such thing as perfection. If you are on an executive team that is dysfunctional, before you just leave, ask yourself what you can do to help. It may not work, but the skills you develop in trying will not go to waste.
Dysfunction exists whenever there is more than one human trying to get something important done. The better you become at being part of the solution, the happier and more successful you will be. 😊
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