When Teamwork Isn’t the Answer

“Dream a dream, form a team.”

I must have heard this line repeated 100 times during my first year as a manager. I was in my twenties, entering my first management position, and I had a leader who repeated this mantra every opportunity he had.

In his mind, a team was the answer to every question.

• You have a problem to solve? Form a team.
• You have a goal to accomplish? Form a team.
• You need to plan an event? Form a team.
• You need to change the coffee filter? Form a team.

The underlying belief is that you can accomplish almost anything with the right team. And while I might have rolled my eyes after the 47^th time hearing the phrase, he was right. Both research and experience agree that a strong team is a powerful force for change. A good team is better at solving hard problems, handling complexity, innovating creatively, and making decisions that impact diverse groups of people.

But not always.

For all the good that they can do, they’re not the answer to every problem.

Both research and experience agree that a strong team is a powerful force for change….but not always.

When Teamwork Isn’t the Answer

To be clear: We love teams. We even wrote a book that will help managers know how to build and lead effective teams (You Can Manage – check it out here).

However, both research and experience show that there are distinct situations in which teamwork is not the answer. Sometimes, you have to let the Lone Ranger be a lone ranger.

Here are the top ten scenarios where you may want to reconsider your decision to form a team:

1. It’s a simple situation with a straightforward and obvious solution.

If everyone knows what the right, and perhaps only, decision needs to be, don’t worry about convening the council.  Unless an innovative, non-obvious outcome is desired, just make the call and then determine who will do the work.

2. The tasks necessary are highly independent of each other.

When one person can complete their work without having to wait on someone else, let them do it. Don’t create dependencies where there are none.

3. There is unresolved conflict or a history of disrespectful behaviour among potential team members.

When Google studied what makes high performing teams, they found the number one factor to be psychological safety. If this isn’t present and people feel insecure or unable to be open with the team, you won’t get the results you need.  Teams require members to be safe enough to take interpersonal risks.

4. When the work can be done better by one person.

Some tasks really are designed to be completed by an individual. Wordsmithing final drafts of documents or other creative endeavours, for instance, are hindered by increased collaboration.

5. Employees work more productively and happier on their own.

Not every personality thrives in a team setting. Rather than socially shaming them into being someone they’re not, recognize their strengths and place them in situations where they can shine.

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6. One person is undoubtedly the expert at hand.

If the knowledge and authority of an employee in a particular instance are readily acknowledged, then asking them to engage in a team-based decision-making process would be a mistake.  They may still benefit from consulting others, but in the end, let them make the decision.

7. The project clearly falls under one person’s area of responsibility, and they’re not the ones forming the team.

This is pretty specific, but sometimes the person who should rightfully initiate a project, isn’t. For example, if a manager is trying to help an employee who is struggling with their performance, forcing a team around them isn’t the right solution.

8. There isn’t sufficient time for a team to learn how to work together.

New teams make 50% more mistakes than established teams. Teams take a good deal of time to form properly and work through the stages of development. Throwing together teams on short notice could create an unnecessary risk of failure. If you have to crash to complete a task on short notice, ask an established team to take it on.

9. There is little to no interest in an issue.

When only one person is passionate about a project, they will continually be frustrated by the rest of the team. Alternatively, an existing team may have lost its original spark and needs to disband. Don’t let one person’s passion keep a team around longer than it needs to.

10. When the organizational systems aren’t supportive of teamwork.

Most workplaces are set up well to direct, reward, and provide accountability for individuals. Teams require shared reward systems, group coaching models, strong communication systems, and shared authority. As SAAB discovered when it transitioned to a team-based structure, without the right supporting systems, you can knock people out of alignment and actually slow down productivity.

Teams require shared reward systems, group coaching models, strong communication systems, and shared authority.

Don’t Give up on Teams Yet

They may not be the right answer to all problems, but teams can still be a powerful solution to an organization’s challenges. Like any medication, dosage and application are key factors.

Don’t let the list above needlessly discourage you. Rather, use the scenarios to become a more thoughtful leader and increase the chances of your team succeeding, if and when you choose to form one.

If you want to get better and building and developing healthy and high performing teams, check out our new book, You Can Manage: A Practical Guide to Becoming the Manager Everyone Wants.

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