Tough Teams

Dear HBR:

Harvard Business Review

Careers, Business/management, Work, Advice, Harvard, Help, Mentor, Workplace, Business, Management, Challenges, Entrepreneurship, Hbr, Office, Business/careers, Business/entrepreneurship

4.6 • 782 Ratings

🗓️ 11 June 2020

⏱️ 29 minutes

🔗️ Recording | iTunes | RSS

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Summary

Is a team you manage keeping you up at night? Dan and Alison answer your questions with the help of Melanie Parish, a leadership coach and author. They talk through what to do when you lead a rogue team that doesn’t follow company processes, your growing team of managers is clamoring to weigh in on key decisions, or you want to improve the morale of a frustrated team.

Transcript

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0:00.0	Welcome to Dear HBR from Harvard Business Review.
0:03.9	I'm Dan McGinn.
0:04.9	And I'm Alison Beard.
0:12.3	Work can be frustrating, but it doesn't have to be.
0:15.3	We don't need to let the conflicts get us down.
0:17.8	That's where Dear HBR comes in.
0:19.9	We take your questions, look at the research,
0:22.5	talk to the experts, and help you move forward.
0:32.7	Today we're talking about managing tough teams with Melanie Parrish. She's a leadership coach and the author of the new book, The Experimental Leader.
0:40.8	Melanie, welcome to the show.
0:42.4	I'm so excited to be here.
0:44.1	Thanks for having me.
0:45.6	Now, in your coaching work, how common is this that a leader is really struggling with a challenging team?
0:53.0	I think it happens all the time, and there's so many different challenges, they circle.
0:59.2	You know, you have one challenge, one week, and another challenge, another week.
1:02.1	I think that's kind of the work of leadership.
1:05.8	And difficult teams are so much more challenging than difficult individuals, right?
1:17.6	Well, there's lots of moving parts with a team, and difficult individuals make the team harder. So they're all sort of nested dolls or something with the way that the problems grow.
1:24.6	Are leaders often right when they say, this is a challenging team that I'm dealing with,
1:31.0	or do they often overlook the fact that some of the problems may be caused by their own
1:36.2	leadership style or behavior?
1:38.6	Often leaders see their teams as an external problem instead of seeing themselves as part of that system.
	...

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