Some people are on the team, but aren't really part of it. They seem to hang back. They do their jobs, but there's no sparkle and little pride. Their social connections are limited to a few people, if any. Most interactions are directly related to their responsibilities. They show little initiative, even though they're capable of more than they're actually doing.
Because this pattern can keep the team from reaching its potential, it pays to ask, "What's going on?"
To solve puzzles like this, many look only (or almost only) at the person who's hanging back. And in some cases, the explanation does lie there, within. But in my experience, that's rarely the full story. It might not be even a small part of the story. More often, hanging back results from the dynamics of the team, in which the person who's hanging back might play only a small role. And some of the contributing causes might even lie outside the team.
Here's Part I of a short catalog of factors that can cause some people to hang back.
- Virtual isolation
- When some members of virtual teams are geographically isolated from all other members, they can find it difficult to form relationships with people they've never met, or never will meet. If they believe that they'll have little interaction with teammates in the future, they might invest little in building relationships now, especially if they've encountered even slight difficulties in past attempts. They just do their jobs and prepare to move on. Thus arises one of the hidden costs of virtual teams: depressed initiative for isolated team members.
- Pariah roles
- Some roles When some members of virtual teams
are geographically isolated from all
other members, they can find it
difficult to form relationships
with people they've never metare considered "less than." These people are on the team, but their opinions aren't valued. They do a particular piece of work, and that's all they are expected or permitted to contribute. Not only are their opinions and observations undervalued, they aren't even sought. Their unsolicited contributions often land with a "plop," and are promptly ignored, until, in some cases, those same contributions are offered by someone less of a pariah.
- Drive-by team members
- These people are assigned to the team part-time and temporarily, along with several other assignments that they have in parallel. Their expertise is rare within the organization, and the team regards itself as lucky to have a slice of the drive-by team member's time, on any conditions. They schedule team meetings at the convenience of their drive-bys, and they permit the drive-bys to attend just part of the meeting. When the drive-by shows up for a meeting, the team immediately drops what they're doing to address the drive-by's agenda item. Drive-bys regard the team as inferior, and themselves as superior. They offer little to the team beyond the rare expertise that the team needs so desperately.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
- The "What-a-Great-Idea!" Trap
- You just made a great suggestion at a meeting, and ended up with responsibility for implementing it.
Not at all what you had in mind, but it's a trap you've fallen into before. How can you share your ideas
without risk of getting even more work to do?
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- Political Framing: Strategies
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by offering interpretations of their actions to knowingly and falsely make them seem responsible for
reprehensible or negligent acts. Here are some strategies framers use.
- Social Entry Strategies: I
- Much more than work happens in the workplace. We also engage in social behaviors, including one sometimes
called social entry. We use social entry strategies to make places for ourselves in social groups at work.
- The End-to-End Cost of Meetings: I
- By now, most of us realize how expensive meetings are. Um, well, maybe not. Here's a look at some of
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Forthcoming issues of Point Lookout
- Coming July 18: High Falutin' Goofy Talk: III
- Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases, which I like to call high falutin' goofy talk. We use these phrases with perhaps less thought than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection of phrases and images to avoid. Available here and by RSS on July 18.
- And on July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
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- The Race to the South Pole: The Power of Agile Development
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.