4 Reasons We Don’t Know Our Teams Well Enough

As managers, we know our teams pretty well. But probably not well enough.

And that could hurt outcomes.

Nearly two-thirds of managers are out of touch with their teams and how they behave, the TeamDynamics State of the Team Report found. But that’s just one of the disconnects.

“Managers’ biggest blind spots come from not understanding how their team truly works,” says Christopher Morrison, Founder of TeamDynamics. “They either don’t know, or assume — mostly incorrectly! — that their team shares their personal communication and collaboration preferences.”

Learning to Know Our Teams

Of course, every team has its own dynamics. And you’re a responsible leader who strives to know, understand and lead your team. But that’s why they’re called blind spots — we just can’t see what we don’t see.

The researchers uncovered four main blind spots. Consider them a guide for where there might be more disconnect on our teams — or even, the teams you support or rely on.

“The first step in overcoming a manager’s blind spots is straightforward: Diagnose where they are!” says Morrison.

Here are the blind spots, plus tips to bridge the gaps, manage better and hit goals every time.

Blindspot 1: Dynamics

Just about 35% of managers can accurately describe each of their team members’ core behaviors.

As the researchers put it: “This means that nearly two out of every three managers are likely engaging with their team incorrectly along at least one of their team’s core ways of working.”

Sure, people’s working styles often adapt to the circumstances. But core behaviors tend to stick like glue. For instance, Evelyn will probably always have her work done ahead of time. Or Tyrone will thrive under last-minute pressure. Those are things managers want to understand — and stay in tune with when managing.

“If left unaddressed, the disconnect between a manager’s understanding and how their team actually works can erode team communication, analysis decision-making and execution,” says Morrison.

Tip: Try a behavioral assessment — you can use free or subscription tools. They can help you benchmark individual and team behavioral norms and build a baseline for your team dynamics as far as communication and collaboration. “With this insight, managers can incorporate these behaviors into core processes, document them in team norms and kickoffs, use them in coaching and apply them during recruitment and onboarding,” says Morrison.

Blindspot 2: Organization

We’re creatures of habit and order. Proof: 70% of people prefer their teams use detailed plans when they execute projects. But just 27% of teams actually do this.

Most of your team members want to know where you stand, where you’re headed and how you’ll get there. When they’re organized, they can be more agile and adaptable to change.

“When teams don’t follow their preferred approach for executing projects, they’ll reduce team efficiency, wasting precious team time and energy,” says Morrison. “Beyond delaying projects, this can gradually increase team frustration and lead to disengagement and burnout.”

Tip: Get a new plan, Stan! Or any plan. Point is, most teams need more direction than their bosses give them. With every project or goal, get your team’s insight on how to execute, then build a plan from their ideas.

Blindspot 3: Communication

When it comes to team communication, employees feel similar to how they feel about projects and plans: Three-quarters want it structured and orderly. But just about 40% of teams handle it that way — and many leaders don’t see that problems can arise when communication preferences aren’t aligned.

“Poor communication from a manager creates confusion and misalignment on goals,” says Morrison. “Team members lack the necessary context to act independently, lowering morale and engagement. Misunderstandings can also lead to avoidable conflicts.”

Tip: This is definitely a situation that calls for aligning expectations and delivery. Work with your team to decide the ways you all can communicate most effectively. Set standards on the kind of information that’s best communicated across each of the channels you use. For instance, email is ideal for information sharing and Slack is best for scheduling or getting approval.

Blindspot 4: Authority

This could be the blindspot that hurts the most! Most managers believe they set the tone for their team norms. Meanwhile, just about 40% of managers are in line with team preferences. Team composition, and organizational culture play a bigger role in what the team does.

“This means that nearly three in five team leaders need to flex outside their natural comfort zone to effectively manage their teams,” says Morrison. “As creatures of habit, this is hard enough for most managers; it is even harder when they are unaware of what those differences specifically are.”

Tip: Two words — situational awareness. You might be the boss, but recognize that you aren’t the boss of everything. One of the most effective leadership qualities is adaptability. When it comes to team norms, let the team set the standard. Unless the norm is ineffective, immoral or illegal, the team will likely be more productive and engaged if they influence it.

Now, here’s the best news from Morrison: “Blind spots are natural and common in team settings. Acknowledging them, learning to identify them and taking constructive action can make you a more effective and inspiring leader.”