Withholding our energy, what we know, or even what we guess might be true, can hurt our teams when they face difficult situations. Unless team members feel safe enough to take reasonable risks, they limit their contributions to such an extent that team performance can suffer. Here's Part II of our little catalog of factors that can cause team members to hang back. Read Part I for more.
- Bully targets
- Some team members bully others, who then withdraw to find safety. They don't speak at meetings unless required to. They volunteer neither effort, nor opinion, nor information. They might be motivated, in part, by bitterness or anger, but the initial motivation is fear, which usually remains central. If bullying occurs in meetings, the team lead bears some responsibility, but if the bullying occurs elsewhere, the team might be unaware of it.
- Indirect bully targets
- Some people, aware of bullying by one or more team members, aren't targets themselves. Intimidated into near-silence, they seek safety by hanging back, depriving the team of their contributions. Their withholding seems mysterious, because there are no direct interactions that could explain it.
- Clique excludees
- Some teams harbor cliques whose relationships are much stronger than their relationships with other team members. Even when the clique intends no malice, others can feel excluded. Over time, perceived exclusionary incidents can cause excludees to "check out." They cease trying to gain acceptance, because previous efforts have produced such small returns. Clique members then might feel judged, and might begin to actively exclude the excludees. Enmity can develop from nothing.
- Airdropped team leads
- The airdropped team lead (ADTL) arrived when the previous team lead left unexpectedly. Unhappy about the assignment, the ADTL sometimes knows (or cares) little about the task or the team's status, which can prevent the ADTL from anticipating difficulties, or resolving existing difficulties. Viewing their assignments as dues to be paid, ADTLs accept them believing that "stepping up" will help their careers. ADTLs sometimes set unachievable goals for their teams, either out of repressed anger, out of ignorance, or to prove their own worth.
- Some team members Some team members bully
others, who then withdraw
to find safetyare replacements for those reassigned following a "staff raid" by another team. Replacements are sometimes less capable than the people they replace. When they and the rest of the team know or believe that, replacements can feel unwanted and "less than." Unless replacements feel respected, they can withdraw into themselves, thinking that by just doing their jobs they can get through this assignment and someday find one that comes with some respect.
With so many alternative explanations to consider, it's remarkable how often — and how quickly — people decide that the person who hangs back is the only one making the bad choice. First in this series Top Next Issue
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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?
- The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats
to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships,
and create an atmosphere of fear.
- Coercion by Presupposition
- Coercion, physical or psychological, has no place in the workplace. Yet we see it and experience it
frequently. We can end the use of presupposition as a tool of coercion, but only if we take personal
responsibility for ending it.
- Impasses in Group Decision-Making: IV
- Some impasses that develop in group decision-making relate to the substance of the discussion. Some
are not substantive, but still present serious obstacles. What can we do about nonsubstantive impasses?
- Allocating Airtime: II
- Much has been said about people who don't get a fair chance to speak at meetings. We've even devised
processes intended to more fairly allocate speaking time. What's happening here?
Forthcoming issues of Point Lookout
- Coming April 1: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.
- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
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- 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.