Team Leadership: Intervening to Enhance Team Functioning

• There are systematic steps in the intervention process
• First, the leader must determine whether or not to intervene
• Next the leader should share observations of the team in action, figure out ineffective behavior, and intervene to increase team function
• To avoid misunderstandings, leaders should carefully choose words that convey the meaning they intend
• Knowing the right questions to ask, will improve the leader’s ability to support behavioral changes

• Ask the following questions:
  • Have I observed the behavior enough to make reliable diagnosis?
  • To what extent is the behavior hindering the group’s effectiveness?
  • What are the consequences of not intervening?
  • Can I intervene later and avoid negative consequences?
  • Have I contracted with the group to make this type of intervention?
  • Do I have the skills to intervene? If not, do I need an external party to help?

• Explain the intervention before beginning
  • Ex. “I want to check if the conversation is on track.”
• Share the observation not the inference
  • Ex. Your face turned red and you pushed away from the table” vs. “You are angry”
• Expect a team member to have a different perspective or disagree with you
  • Ex. Ask them, “Have I misstated anything?” or “Tell me what I missed.”
• Ask team member to repeat what they said
  • Ex. “I want to follow up on what you just said, but I want to make sure I didn’t miss something.”

• Use the lowest level of inference required
  • Ex. “I’m inferring you don’t want to support “X” because you don’t trust “Y” will help you.  Is my inference correct?  vs. “You are not a very trusting person.”
• Explain how the behavior is problematic
  • Ex. “I’m inferring you are thinking “A” causes “B,” is that correct?  I’m asking because if this proves to be a faulty assumption, the solution will not work.”
• Be prepared for the team member to disagree
  • Ex. “Is my inference off in any way?  What meaning did you make?”

• Ask team members to check inferences or share interests rather than positions
  • Ex. “Would you be willing to test/share…?”
• Avoid viewing reluctance as resistance; show compassion rather than judgment
  • Ex. Ask, “Is there a reason why you’re not ready to move forward?” or “Do you have unmet needs?” 

• I want to check something out.  I think you said…is that right?
• Can you supply more information so that we can get a better picture of the situation?
• Would you be willing to say what you mean by “XYZ” and give some examples…?
• Can you share with the team how you arrived at your conclusion?
• Would you be willing to ask others what problems, if any, they see with your plan?
• Would you be willing to jointly design a way to test whether the solution meets the criteria?
• I am inferring that at least three of you have some concern about…Is that what you were thinking or is there something else?
• I sense that you feel pressured to support the proposal now or you changed your mind.  What led to the change?

• Schwarz, R. M. (2002). The skilled facilitator: A comprehensive resource for consultants, facilitators, managers, trainers, and coaches. San Francisco: Jossey-Bass, Chapter 7.

Teamwork and Team Leadership Table of Contents