Effective teamwork is the foundation of success for any organization, regardless of its size or industry. Unfortunately, in practice, leaders often encounter barriers that make it difficult to achieve full group synergy. Lack of trust, unwillingness to have open discussions or avoidance of responsibility are just some of the problems that can sabotage team effectiveness. What mechanisms govern team dynamics and how can a leader influence team development?
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To better understand this topic, we talk to Beata Drzazga – an experienced entrepreneur, leader and expert in team management, who has been successfully building organizations based on strong relationships and high work culture.

Ms. Beata, you have been leading international companies and building effective teams for years. Is Patrick Lencioni’s model of five dysfunctions really applicable to the daily work of a leader?

Definitely yes. Lencioni’s model is a great tool for diagnosing and solving problems in teams. Often leaders focus on business goals, forgetting that the foundation of success is a well-functioning team. Lack of trust, avoidance of responsibility or low levels of commitment can cause even the best-planned strategy to fail. And yet it is the people who determine whether a company succeeds.

One of the key problems Lencioni describes is a lack of trust. How do you build it in a team?

Lack of trust is the first and most serious dysfunction, because without it it is difficult to talk about open communication and cooperation. A leader should lead by example – be authentic, admit mistakes and show that each team member can express their concerns without fear of being judged. Relationships on a personal level are also important. 1:1 meetings, joint projects, getting to know each team member’s strengths and weaknesses – all this builds bonds and a sense of security.

Some companies avoid conflict, treating it as something negative. How do you approach this topic?

This is a huge mistake. Healthy conflicts are essential for a team to grow. If people are afraid to express their opinions, there is stagnation and passive acceptance of even bad decisions. Of course, it’s not about constant disputes, but a constructive exchange of opinions. In my teams, I always emphasize that differences of opinion are a value, not a threat. Well-managed conflict leads to better decisions and greater commitment.

Speaking of commitment – what to do when it is lacking in the team?

Lack of commitment often stems from unclear goals or lack of a sense of impact. If an employee doesn’t know why he or she is doing something and what it means, it’s hard to expect them to put their heart into their work. Therefore, a leader must clearly communicate the vision and give people a sense of empowerment. Another issue is motivation – appreciation of effort, feedback, showing that work has a real impact on the success of the organization.

What about avoiding responsibility? How can this be remedied?

Team culture is key. If there are no clearly defined standards in an organization, accountability begins to blur. It is important that everyone knows what they are responsible for and what the consequences are for not fulfilling their responsibilities. In my companies, we use the method of joint commitments – if we set a deadline or task, each team member feels responsible for it. It’s not about controlling, but about supporting each other and enforcing the arrangements.

Finally, how can a leader focus the team on results when everyone has their own priorities?

Here there is no other way than clearly defined goals and constant communication. If people don’t understand what they are supposed to focus on, they start acting according to their own priorities, which are not always in line with the company’s strategy. A good leader not only sets goals, but also regularly checks progress and corrects course if something goes wrong. And above all – he rewards achievements. In successful teams, people know that their efforts matter.

Would you recommend any leader to work on team management competencies?

No doubt about it. You can have a great strategy, a great product, but if the team doesn’t work like a well-oiled machine, everything loses its value. Being a leader is about more than management – it’s about inspiring, building relationships and creating an environment where people want to work and grow. Investing in these skills always pays off – both for the leader and the organization as a whole.

Thank you for the interview!

Source: Business Magazine