Four types of workers that destroy teams

It is a perpetual challenge to create and keep high-performing teams, and it became even more complicated with the pandemic. According to Price, “when team dynamics are healthy, it’s easier for people to be happy at work”. Thus, they are more productive and effective. However, leaders can no longer use traditional or older approach. Change doesn’t necessarily mean dramatic transformation. We can all agree with Price when it comes to world-class organisational culture: “Healthy culture is not built by policy, but by the people”. Atlassian re-launched their State of Teams research and found that there are four types of workers that could destroy your team from within: 

The Bad Apple

A whopping 26% of employees report having a ‘bad apple’ on their team, which is the reason why they are likely to leave the organisation. These undesirable team members have a negative attitude that saps energy. What’s worse is that 14% noted that their manager or leader was the ‘bad apple’, producing an atmosphere of negativity and passive aggression that permeates the entire organisation. Price suggests assessing the team first. Examine each person closely to learn not only what they are contributing, but also how they are doing it. From there, team leaders can develop a set of workplace arrangements that expressly lay out what members of their team expect to do for one another. This improves the environment’s cohesion and delays the rot onset.  

The Human Torch

Human torches burn brightly but exhaust themselves rapidly. 28% of workers reported having symptoms of burnout over the last 6 months, despite teams reported improved levels of psychological safety and less strain in their teamwork. Given that many employees continue to struggle with the strain of long hours and worry brought on by the pandemic, there are probably more of these people working for your company than you realise. Price suggests that leaders should consider whether they are communicating inconsistently with your staff. Spend some time learning about how the epidemic and associated disruption have affected the lives of the individuals on your team, and then assist them in making the best possible workweek layout. This should walk a fine line between working in an office and working from home, giving each individual and the team enough time to collaborate. 

The False Positive

According to Atlassian’s research, members of highly connected teams report that their teams are 9% less likely to generate original ideas. These coworkers will comply only out of cordial behaviour, which is not exactly good for new ideas and change. Price recommends encouraging team members to practice healthy debates and respectful disagreements. He also suggests making it a habit to come together to improve tasks before labeling them as completed.  

The Flight Risk

28% of leaders have lately considered leaving their current position. After leading their teams through the prolonged uncertainty of the pandemic, many leaders are worn out. They experience low job satisfaction and underappreciation. An unpleasant mood is beginning to develop as a result of their lack of spirit in the environment. If you consider yourself a flight risk, Price suggests taking a moment to relax and take care of yourself before you consider exiting. As a leader, consider what you cherish, detest, and yearn for. Run a conference audit with your colleagues to discover which ones may be enhanced or dropped if your timeline is making you anxious. 

Effective teams are not automatically formed and don’t perform brilliantly by some magic wand strategy. It takes work. As the article above points out so vividly. The last line says it all “There is no such thing as best practice, only better practice. Reflect often, experiment, and explore.” So true. 

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