Recognizing When Team Dynamics Are Off

After leading hundreds of healthcare workers across 5+ orgs, I can predict team failure from the first meeting. The warning signs are subtle but consistent. At the companies we've built, I learned to spot dysfunctional team dynamics before they destroyed patient care. Here's what I watch for and how I intervene: Red Flag #1: The "That's Not My Job" Culture Early sign: Staff won't cover basic tasks outside their role Impact: Patients suffer during transitions and emergencies My intervention: Cross-train everyone on core functions, rotate responsibilities monthly Red Flag #2: Heroic Individual Contributors Early sign: One person handling all complex cases alone Impact: Single points of failure, team skill stagnation My intervention: Mandate case collaboration, no solo complex decisions Red Flag #3: Meeting Fatigue Without Action Early sign: Same problems discussed repeatedly without resolution Impact: Decision paralysis, staff disengagement My intervention: 48-hour action requirement for all meeting decisions Red Flag #4: Upward Problem Delegation Early sign: Staff bringing problems without proposed solutions Impact: Leadership bottlenecks, reduced team autonomy My intervention: "No problem without three potential solutions" rule Red Flag #5: Patient Complaints Treated as Anomalies Early sign: Dismissing feedback as "difficult patients" Impact: Systemic quality issues go unaddressed My intervention: Monthly patient feedback review with action plans The Intervention Framework That Works: Week 1: Individual skill assessment and gap identification Week 2: Clear role definition with overlap responsibilities Week 3: Decision-making authority documentation Week 4: Patient feedback integration into workflow Results: Staff turnover dropped Patient satisfaction scores increased to over 98% Clinical quality metrics improved across all measures Time to resolution for patient concerns decreased 70% The difference between high-performing and failing healthcare teams isn't talent. It's systems that either amplify individual strengths or expose team weaknesses. Many healthcare leaders try to fix people. I fix the systems that shape behavior. ⁉️ Healthcare leaders: What early warning signs have you seen in struggling teams? How did you address them? ♻️ Repost if you believe healthcare team dysfunction is preventable 👉 Follow me (Reza Hosseini Ghomi, MD, MSE) for proven healthcare leadership strategies

We've all experienced it—the team member who physically attends meetings but has mentally checked out. They avoid eye contact, contribute minimally, and subtly disengage from the collective work. In my research on team dynamics, I've found that disengagement is rarely about apathy—it's typically a symptom of something deeper: • Feeling unheard or undervalued • Lacking clarity about their role or purpose • Experiencing conflict that hasn't been addressed • Missing the skills needed to contribute effectively • Carrying external stressors that impact their capacity The most effective re-engagement strategies I've discovered: 1. 𝗖𝗿𝗲𝗮𝘁𝗲 𝘀𝗮𝗳𝗲 𝗼𝗻𝗲-𝗼𝗻-𝗼𝗻𝗲 𝘀𝗽𝗮𝗰𝗲 - Have a direct, compassionate conversation focused on understanding rather than accusation: "I've noticed you seem less engaged recently. I'm curious about your experience in our team." 2. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗺𝗲𝗮𝗻𝗶𝗻𝗴𝗳𝘂𝗹 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻𝘀 - Find opportunities that leverage their specific strengths: "Your perspective on X would be incredibly valuable to this project." 3. 𝗕𝘂𝗶𝗹𝗱 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱 𝗽𝗮𝗿𝘁𝗶𝗰𝗶𝗽𝗮𝘁𝗶𝗼𝗻 𝗽𝗮𝘁𝗵𝘄𝗮𝘆𝘀 - Use protocols that intentionally invite all voices: "Before we decide, I'd like to hear from each person, starting with..." 4. 𝗠𝗮𝗸𝗲 𝗲𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗺𝗲𝗮𝗻𝗶𝗻𝗴𝗳𝘂𝗹 - Ensure their contributions visibly influence outcomes so participation feels worthwhile rather than performative. Remember: Disengagement is information, not a character flaw. It tells us something important about our team dynamics that needs addressing. What's been your most successful approach to re-engaging a team member who has checked out? Share your experience. P.S. Leaders, check out my on-demand webinar for leaders: 5 High-Impact Practices for Teams in Transition https://lnkd.in/gAZEj-ZC #TeamEngagement #LeadershipChallenges #WorkplaceRelationships #TeamDynamics #InclusiveLeadership

If “we’re fine” is the only answer you’re getting, something’s off. A VP recently told me: "I don’t get it. My team keeps saying they’re fine, but something feels off." Targets were slipping. Morale was low. But every time he checked in, the response was the same: “All good.” So, we dug deeper. We ran an anonymous team diagnostic, and the truth surfaced: ➡ People were drowning in work but didn’t feel safe speaking up, especially after recent layoffs. ➡ They kept their struggles to themselves, afraid they’d look incompetent or put their jobs at risk. ➡ They assumed leadership already knew and that nothing would change. The VP knew something had to shift. So he made three small but powerful changes: ✅ Cut through the chaos - he reset priorities so everyone was clear on what actually mattered. ✅ Asked better questions - instead of “Do you have everything you need?” he asked, “What’s making this harder than it should be?” ✅ Led by example on balance - no more midnight emails. He set focus blocks and respected boundaries. Within weeks, morale lifted. Execution picked up. People started being honest again. If performance is slipping - or something just feels off - don’t rely on guesswork. 👉🏻 Data can reveal the real blockers standing in the way of high performance. 👉🏻 An anonymous team diagnostic can help you pinpoint what your team actually needs. Because when teams say "we're fine," but results tell a different story - it’s time to listen beyond the words. #leadership #team #founders #highperformance

The team was struggling. Tension and mistrust were evident in every interaction, and blame had become the go-to response whenever things went wrong. This habit of blaming others was a clear sign of deeper fears and uncertainty within the team. We started the coaching process by creating a safe space for everyone to express their feelings. It quickly became clear that the blame culture was a defense mechanism, rooted in a fear of failure and accountability. Instead of pointing fingers, we shifted the focus to understanding the bigger issues causing the problems. Through open conversations and structured exercises, the team began to see how each person played a part in the challenges they were facing. This shift was tough but necessary to build ownership and accountability. We introduced a 'blame-free feedback' approach, where team members could share constructive criticism without making it personal. Over several month, a culture of openness and transparency started to take hold. Team members began to openly share problems and seek support rather than hiding issues. This change was evident as they started working together to find solutions. The journey wasn’t easy. There were setbacks and moments when old habits resurfaced. But with ongoing support and reinforcement of the new norms, the team gradually became more cohesive and resilient. This case demonstrates the importance of addressing the emotional roots of team dynamics. By bringing in the principles of a safe environment and encouraging open communication, team coaching became the tool for transforming a toxic culture.   Key Learnings for Team Coaches: -Emotions reveal underlying issues. Ask yourself: "What is this emotion informing me about regarding this team/organization?" -Building trust and psychological safety is essential. Spend time and come back to the discussion about guiding principles in and outside team coaching engagement. -Focus on solving systemic problems, not blaming individuals. Crafted questions and powerful interventions are the must! -Progress takes time but leads to lasting change. Do not expect the change overnight. It took me several months to get to such a place with this team. #siliconvalleycoach #teamcoaching #teamcoach