Leadership detachment. The detached manager looks at team development as something that will help others change so that the team will function more effectively. However, the most influential person in most teams is the formal leader or manager who sets the tone for the team, whether intentionally or unintentionally.
Fix: A manager must be willing to hear from employees about how his or her behavior impacts the team, whether negatively or positively. The worst thing that an organization can do is to start the process and refuse to acknowledge that a manager is a key player in the process.
Addressing all problems internally. Team building cannot succeed unless conflicts and problems are brought into the open and dealt with properly. Poorly functioning teams are characterized by climates of blame, defensiveness, and a lack of ability to deal with conflict. These teams cannot improve themselves.
Fix: Consider hiring an outside consultant to help if a team is very negative or has unresolved conflicts. The most important reason for using an outside consultant is that an “outsider” has no preconceptions or agenda.
Remember that poor team building is worse than doing nothing. Poorly thought‐out efforts are likely to increase negativity, reduce team functioning, and reduce management credibility. A manager's personal reputation and the degree to which employees have confidence in him or her are at stake.