A corporate manager shared her story of how a recent reorg at her company had created the need for a support network where people went to exchange "remember when" stories. She wondered if the informal network, now reaching across a number of business units, was keeping people locked in their comfort zones.
Our chat got me thinking about how teams often support one another's complacency, as well.
I frequently coach teams behind the eight ball, members at risk of missing project deadlines or product launches. One of the first things I do is spend time listening for how team members interact with one another. Does the leader appear to have the right mix of people for the right task? If so, and the team is still not achieving desired results, what internal barriers and external roadblocks prevent them from reaching their goals?
It could be they're spending too much time together.