Danielle definitely looked stressed. She was leading a new project and finding team leadership dynamics confusing and difficult to handle.
“This team is such a nightmare…I don’t know if I can carry on with this.”
But what was really going on here? As a leader or coach, how do you help Danielle make sense of her experience to work out how to improve things?
Is the cause of the stress something located in Danielle, in the team, in the wider organization, or in some combination of these?
Beauty is in the Eye of the Beholder
I have found some insights from art criticism helpful in, for instance, conversations about aesthetics. If we consider an object as beautiful, is beauty an intrinsic quality of the object itself or something we attribute to it?
The former defines beauty as an objective quality and the latter as a matter of personal preference or experience. Hence the phrase, ‘Beauty is in the eye of the beholder.’
If a particular group of people shares a preference, we could describe beauty as cultural.
By analogy, is Danielle’s team situation intrinsically or objectively stressful, or is the stress something to do with Danielle and how she perceives and experiences it?
Some art critics would say that an object can be considered beautiful if it is widely regarded as such. By analogy, we could wonder if most other people leading Danielle’s team would find it similarly stressful.
If so, we may conclude ‘this is a stressful team to lead’ and thereby consider with her how to change the team.
But what if others working with similar teams don’t find it so stressful? What if other leaders find ways to handle similar team dynamics differently?
In this case, we may want to explore the following:
- How is Danielle feeling?
- What anxieties is this experience tapping into for her?
- What beliefs or constructs she holds about herself and the team that are affecting her feelings and behavior?
- What strategies could she deploy to feel less stressed and achieve better team results?
Imagine, however, that other project leaders are experiencing similar stresses and difficulties in the same organization. What if it isn’t only Danielle?
In other words, what if Danielle’s stress experience is symptomatic of a wider systemic-cultural phenomenon?
In this case, we may work with Danielle and others to identify factors creating the stress, e.g., lack of clarity, conflicting goals, unrealistic time pressures, or inadequate resources, and find ways to raise and address them organizationally.
Diagnosis Determines Intervention
To help myself bear these different frames of reference in mind, I wrote ‘diagnosis determines intervention’ on a large whiteboard behind my desk. It reminds me when working with people to consider intrapersonal, interpersonal, and organizational dimensions.
I also wrote, ‘what passes for rationality is often rationality in disguise’ to remind myself that things are not always as they at first appear.
The question now written large on the whiteboard in my mind is, ‘what is really going on here?’
How Can Leadership Dynamics Be Analyzed and Changed?
If you have ideas that you feel like sharing that might be helpful to readers, share them in the comments section below. Thanks!
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