Problems with Team Manager

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Dealing with a team manager who cannot or will not see problems in his or her team can be tricky, whether you are:

  • A member of the person's team.
  • A team leader who can't get permission from your manager to do team building.
  • A partner or customer of the manager's team.
  • An upper or HR manager trying to motivate the team leader rather than ordering them to change.

Most people find it difficult to see their weaknesses. Someone who has advanced to a team leader position has extra reason to think they know how to lead a team: because someone else said they did, by promoting them. However, having high technical skills and basic leadership talent is not enough to create a good leader. Many good athletes have failed as coaches. Unfortunately, most organizations move people into leadership positions without providing much or any training in the large skill sets required for individual and team leadership.

Regardless of your relationship to the person, the core steps in trying to convince this person there are problems are the same. They all require a willingness to speak directly to the manager about these issues, alone or in a team setting. If you are not comfortable doing so, skip to "Do What You Can." Be sure to review company policies related to any steps you take, and consult with your human resources (HR) department. If you don't have one, contact us or an HR consultant for details.

Prepare

Based on TeamTrainers' persuasion class, we suggest you:

  1. Gather proof of the problems, such as:
    • Surveys from team members.
    • High absenteeism or turnover rates.
    • Low productivity or high cost figures.
    • Internal or external customer complaints.
  2. Perform a cost-benefit analysis on the issues the team is facing, to show the money to be gained in fixing them.
  3. Decide what motivates the person to do well in their job, possibly including:
    • Company or Team Needs
      • Higher sales.
      • Higher productivity.
      • Lower costs.
      • Higher quality.
      • Attraction or retention of good employees.
      • Better morale.
    • Personal Needs
      • Stature in the company.
      • Being liked.
      • Being respected.
      • Job security.
      • Reduced work stress.
      • Less time at work.
      • More money.
  4. Decide how fixing the issues will meet the person's motives.
  5. Outline the conversation in writing and fix any holes in your logic.
  6. If the team is:
    • Your team—Get on the agenda for the next team meeting.
    • Another team—Request a private meeting with the leader.

Present Your Case

As taught in our business communication skills class, when you state your case:

  1. Get right to the point.
  2. Present your goal, such as: "To get your approval for team building."
  3. Present your facts, remembering to:
    • Address behaviors, not negative motives.
    • Focus on the effects of each behavior.
    • Be specific, providing examples.
    • Control your emotions.
    • Solicit other opinions and practice "active listening."
  4. Note what the leader does right.
  5. Admit other mistakes, including your own.
  6. Point out why your solution would be good for the team and the leader.
  7. If you think it would help your case, suggest using a formal decision-making technique to consider your proposal.
  8. Ask for either a firm decision or a continuation at the next meeting—that is, if the leader tries to say he or she will "consider it" or something similar, ask for an action item commitment.

If the leader still balks, you should bear in mind that pushing the matter further, especially by yourself, could have consequences regardless of your role. As a team member, partner or even a customer, you could face retaliation; as a boss, you could face resistance on a wider range of issues. If you choose not to continue, see "Do What You Can."

Get Help

Your last, best chance is to arrange a "Leader Intervention" similar to those used by people to confront a loved one who is harming themselves, like a drug addict. If you do it alone, the leader can easily dismiss your complaints as merely a "personality conflict"—even if you're their boss. Having others there also eliminates the excuse, "Well, nobody else has complained!"

First, recruit team members, the leader's peers, and HR to help. If you are the leader's boss, consider recruiting others at or above your level. However, in all cases you must be careful to do this ethically and legally: make sure you follow written company policies, and do not question the leader's character or motives. Keep the discussions focused on poor team behaviors, not the leader's failures. Also try to get a commitment from others to attend the meeting and to speak up.

If you are comfortable moving forward, request the meeting, and conduct it as in the previous section. If the leader continues to resist:

  • If you're the leader's boss, see the next section.
  • Otherwise:
    • Consider telling the leader you would like to meet with the leader and the leader's boss, and repeat the process above even if the team leader refuses to attend.
    • Or, skip to "Do What You Can."

If You're the Boss, Take Action

If you are the leader's boss, allowing the leader to continue as they are is a waste of money and employee goodwill. We recommend you prepare a "performance improvement plan" that:

  • Requires specific, measurable changes in the team and leader's behaviors.
  • Offers help such as executive or team coaching (but still leaving the "how" up to them).
  • States the consequences of failure—at least removing them from the leadership role.
  • Has a deadline, typically four to eight weeks.
  • Promises weekly feedback on progress.

Do What You Can

There are a number of actions you can take to make things better for a team even without the leader's (or if you're the leader, your boss's) permission:

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