The four signs of dysfunctionality

BlessingWhite research identifies the warning signs of an underperforming management team

A dysfunctional management team displays four key characteristics, according to research by global HR consultancy BlessingWhite. The warning signs were identified through extensive interviews with senior business leaders and managing directors as part of BlessingWhite's ongoing research into leadership effectiveness.

The four signs are brought to life by interviewees' comments:

1. Silent dissent - Everyone always agrees with me, and that makes me uneasy.
2. Facts not meaning - All I get is data, but not much insight.
3. Lack of passion - We focus so much on competence that the senior team never gets emotionally charged up.
4. Inertia - All we talk about is achieving results, but we don't change the way we do things.

Lack of candour among senior teams can be a real problem, explains Tom Barry, UK managing director of BlessingWhite. The Managing Director may be so charismatic, or dogmatic, that no one else is comfortable contributing, or sounding a discordant note. In addition, many leadership teams become so focused on results and data that there is a tendency to overlook fundamental person-to-person issues. A perceptive MD will understand the effect of their own style on the performance of their senior team and initiate a shake up if required

Barry continues: Another frequent problem is a lack of emotional engagement by members of the team. This can happen whether an organisation is doing well or badly. Longer-term commitment issues can be overlooked amid daily business. The great MDs are the ones who don't wait for that lack of engagement to affect business performance, but intervene so that all the top people are truly involved on a visceral level. Authentic, values-driven leadership right from the top provides the anchor to help turn a dysfunctional team around. MDs must drive change and build commitment through inspirational, vivid communication which engages the whole team and creates a shared context.

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