What to Do When Your Team Is Struggling

One of the more powerful leadership learning moments in my career occurred when I was part of project team that was struggling to find traction around an important and complicated strategic initiative.

The team was flailing. The first leader, an autocratic, my-way-or-the-highway type, had been replaced with a committee of three senior executives as co-leaders. After all, this was important, and what could possibly go wrong with a group of senior executives leading the charge?

That failed. It turns out putting everyone in charge isn’t a great game-plan.

Following a contentious project review meeting the sponsor suggested a well-regarded mid-level manager as a solution to the project leadership challenge. While some voiced concern over her lack of title and senior-level heft, the sponsor suggested the core team members meet with her one-on-one before making a decision. It would be their choice.

Her reputation was great. She was respected for her ability to work with others and she had helped groups navigate some sticky topics on numerous occasions. After the “interviews,” the core team members agreed unanimously that she was the right person for the role.

The time for her first official meeting with the extended team arrived, and within the first 10 seconds, we all knew this was different and that it would work. She led the meeting off with two powerful sentences: “I’m here to work for you,” and, “What do you need from me to help you succeed?”

After a few seconds of silence from the extended team members who likely were expecting the “here’s how we’re going to do this” speech, the suggestions started flowing.

She listened carefully, took notes, asked clarifying questions and after a few minutes of “what not to do,” the comments turned constructive. The next day she came back with what she described as her Leadership Charter. It was, she offered, “her new job description.”

• Regularly remind us of the true purpose of our project.
• Respect us by holding us accountable to our best work.
• Demand that we operate as a true team.
• Protect us from distractions.
• Support our learning and development.
• Hold us accountable to making decisions and correcting mistaken decisions.
• Keep us from beating ourselves.

Powerful words, yes, but it was what she did next that brought them to life.

She established a series of checkpoints where she requested the team provide input to keep her focused and help her improve. The every-other-week status meeting would include 10 minutes to discuss her leadership effectiveness. Input was to be frank and constructive. Additionally, she issued a monthly blind survey seeking anonymous input and she reviewed the input in the next status meeting. It took just one cycle through the status meetings and survey reviews for everyone to understand she was serious about serving the team and constantly searching for input on improving her own performance.

This leader served and the team prospered. She was demanding -- after all, you cannot hold people accountable to being their best and not be demanding. She made mistakes as all leaders do and when told of them, she quickly apologized and redoubled her efforts to improve.

The Bottom Line for Now

The team won. The initiative succeeded. This wonderful professional is now leading a successful startup as CEO. She taught all of us what it means to lead by simply asking, “How can I help?” And then doing something about it.

Starting today, instead of telling, try asking.

Art Petty is a coach and consultant working with top executives and management teams to unlock business and human potential. He writes the Management Excellence blog.

(Image via Cherries/Shutterstock.com)