The Hidden Costs of Teams That Don’t Talk Properly.

Teams are talking more than ever.

Meetings fill calendars, messages fly constantly across Teams and WhatsApp, and yet many organisations still describe their teams as siloed, disconnected and exhausted.

There are endless meetings, updates and conversations happening every day, so why do organisations still struggle with silo working, poor collaboration and a lack of connection?

Teams we work with often describe themselves as “busy” — but sadly not always with a smile. They’re not busy in an energised or productive way, but the kind of busy that feels relentless. From the outside, targets may still be getting hit, but underneath people often feel overwhelmed, disconnected and exhausted.

Gallup recently reported that employee engagement has fallen globally, while burnout and disconnection continue to rise.

I recently read a fascinating article by McKinsey that explored some of the assumptions organisations make about effective teams.

One myth in particular stood out:

“Teams should ideally be stacked with top talent in every role to achieve maximum effectiveness.”

This sounds credible right?

But even if you have the best talent, will a team really perform at its best if people don’t understand who they are, how they work together, or what they are trying to achieve?

In one of our recent webinars, we explored what we call the 5 Agreements that help to create a high-performing, happy and healthy team.

(The framework comes from the work of Dr Marc Rogatschnig of Tidal Consulting.)

1. Ambition -Who are we as a team, and where are we going?

Having a team identity that each member is aligned to, understands and can articulate creates clarity.  Knowing which direction they headed, saves confusion, frustration and energy!  Ever tried rowing a boat with a group and everyone rowing at different times?  Exactly – you get nowhere fast and feel exhausted.

2. Working Together - Who is responsible for what, and how do we hold each other accountable?

Without clarity, duplication, frustration and confusion quickly appear. Ever had a conversation with a colleague, and it suddenly becomes clear that you’ve both been working on the same thing and didn’t know it?

Teams need shared understanding around roles, responsibilities and expectations.

3. Culture - What do we want the culture of our team to feel like

It’s easy to create values and mission statements. But culture is really behaviour under pressure. Most teams know what they want their culture to be; fewer know what it actually feels like to work there.

It’s easy to say we want to work together in a fun, safe environment where there is honesty and trust, but what happens when the stress levels are turned up and people are not feeling safe to speak up? That’s when culture becomes behaviour and the two often don’t match.

4. Debate State - How do we make decisions

Do decisions come from leadership? Consensus? Data? When teams aren’t clear on how decisions are made, tension and frustration can grow. Healthy teams create safe ways to challenge, debate and disagree.

Take a family discussion where everyone is giving their view and ideas on where to go on holiday, thinking that there will be a joint agreement and then mum / or dad book the holiday regardless of where they want to go. It leaves some people a little unhappy!

5. Relationships Matter - How well do we really know one another?

Traditionally, this is often where people go when they think of team development.

Psychometrics that define personality styles, skills and strengths. Days filled with connection and trust-building exercises or team events, which help people get to know each other’s abilities.

Helpful tools, absolutely.

But, real relationships go deeper.

What shapes people?

What do they need under pressure?

What brings out the best and worst in them?

As Dave mentions in the webinar, relationships in teams are a bit like bridges. The stronger the bridge, the more weight it can carry in the form of challenge, pressure, honest feedback, and difficult conversations.

So, going back to the McKinsey myth, it isn’t whether your team is made up of people who are all at the top of their game; it’s understanding which agreement currently needs more work when performance is faltering.

By reflecting on each of these 5 Agreements and understanding where the gaps are, teams create healthier ways of working together — improving communication, trust, accountability, and performance at the same time.

If this resonates with you, we’d love to continue the conversation.