- The Leaders’ lack of Vision
- Unclear Job Roles – who does what?
- Unclear goals and strategies to help achieve the Organisational Vision
- Inconsistent communication or communication break-down – silos, ongoing conflict, Ego’s, turf wars, unresolved issues
- Sub-standard performance
Let’s see how some of these play out in a case study
Case Study – a team struggling to perform well
The Departmental Manager of ‘Computer Dynamics,’ an IT software supplier, has formed a project team to implement a new IT system into their company.
The Project is led by Jasmine, 38. She has 12 members on the team to help her assess and implement this new system. Deadline: 9 months. Over time, the team members appear to be unclear about what their roles are, they are unsure about how they are tracking and some members get frustrated with others. Jasmine becomes increasingly disillusioned with the progress of her team and their apparent inability to work well together and complete the project effectively and efficiently. Resentment grows, team members start to criticize each other and ‘alliances’ are formed.
Over the course of the Project, there is less unity and collaboration. Blaming each other becomes the norm, parts of the Strategy are not completed on time. Ultimately the Project goes over budget by $30 000 and is completed two months late.
What went wrong?
Various things. A lack of clear Vision, non-explicit expectations and job roles, no real transformational leadership, a lack of a strong focus on goals and outcomes, not addressing areas of difficulty timeously, not enough monitoring, ineffective communication and a lack of support and encouragement could be some factors.
In her role, Jasmine may not fully understand how to create, and sustain, a highly performing team. Her lack of knowledge and experience about effective team development and sustainability and how both tasks and relationships are key components of highly performing teams, may have compromised the effective workings of her team.
How does your team rate?