Don’t be the victim of the one thing that quickly kills and undermines the success of a team’s energy and culture.
As a strategic consultant, I spend a great deal of time in strategic and transparency with management teams. My job is to aid a team in the development and implementation of a number of priorities and actions and to promote the process of commitment and responsibility.
Although every team faces many challenges, it’s one behaviour that will quickly undermine the success of your team and turn it down. When somebody’s passive aggression. Linked unchecked, the foundation of your team culture will be eaten away.
If someone at one stage appears eager and accommodating, after preparations have been made and put in place, disagree with the direction and works to disrupt and undermine the initiative, passive aggression is the outcome. This is usually combined with very defensive language and deflection, suggesting certain issues or responsibility for other people.
Here are the five main steps that leaders recommend when they see signs of passive aggression. Therefore, the effect of this action on your team can be reduced and the ship will hopefully turn around.
- Check it out. Take it out.
Although it may seem straightforward, it’s actually pretty difficult. Someone who is an expert in passive aggressiveness is probably a master of deflection and other problems to distract the team. You will fall into the trap if you don’t step back and see these tricks for what they are.
Look for two things. Look for two things. First, when discussing key issues and guidelines, a silent and seemingly conforming attitude. If someone just goes with the flow, they typically don’t pose deeper questions or express opinions. This is risky because they can fester and pop up again, left unresolved.
Second, check for my language versus you. If anyone talks about how or how someone else did or didn’t want something, suspect a passive aggressive dynamic. A real team leader sees everything in the team’s perspective and uses’ us’ in his discussions rather than’ I.’
Order it out once you have found it. My suggestion is to use the phrase: “I do not believe we have earned your full support for that and you do not share our goals now, do we?”
- Demand a behavioral improvement.
Make clear what you want to do in other ways. Please make a request and wait for them or say they are unwilling to make a modification. If this happens, you have another problem and you have to decide if you should remain with the team
The request normally has two parts. First of all, you should stress that it is important for all to help and to work together to enforce the group’s decisions and goals. There can not be ifs, ifs, and ifs, or ifs. Secondly, ask them to be more vocal in the debate, to be more involved in the debate and to ensure that they have either expressed or let go of all their concerns!
- Recognize the contribution you make yourself.
Even if you agree that you have done a good job to make sure everyone is understood and that your team has had a fruitful conversation, you need to see what you can do better as well. If you find things that you can improve and recognize how you can improve the situation, you create more opportunities for the other person to make changes.
- Confirm the commitment of everybody.
Pay special attention to the discussion when making choices and plans as a team. Ensure that not only everyone has a chance to speak, but also that everyone shares his or her thoughts and views. Give nobody a wiggle room, even if you have to wait a few minutes of silence. So long as you can feel the pressure to get the process going, only later can you pay more for it.
- Tackle the issues at the edges.
Sometimes the core of someone’s passive-aggressive behaviour has real and valid problems. While this is not an excuse, think about how the situation can drive and deal constructively with the issues. Do not, however, allow this to distract you also from the question of behaviour. Both must be addressed directly.
Passive aggression is not always easy to detect and can be even more difficult to deal with. And the behaviour is not going to change, there is a real possibility. The main thing is to see it early and deal with it so that you can mitigate its impact on the culture of your team.