The Unaddressed Expert

Are you familiar with the saying “one bad apple can spoil the whole box”?

It is used to express the idea that a single person with a negative attitude or behaviour can influence an entire group, leading to broader negativity or failure.

In project delivery, the synergy between expert individuals and overall project team dynamics is crucial. The presence of an ‘unaddressed expert’ – a team member with indispensable skills but a toxic attitude – presents a conundrum that many project managers face. How do you balance the significant benefits of their technical expertise against the potential disruption they cause within the team?

Understanding the Unaddressed Expert

An unaddressed expert typically possesses unique, critical skills that are vital to the success of key projects or the organisation’s core operations. Their depth of knowledge or strategic competence positions them as nearly irreplaceable. However, this same individual often displays behaviours that undermine teamwork, such as negativity, poor communication, lack of collaboration, and even overt disrespect towards colleagues.

The dilemma begins when these negative behaviours are overlooked due to the individual’s perceived value, creating a scenario where toxic traits are tolerated, leading to a decline in project team morale and productivity.

The Cost of Inaction

When disruptive behaviours are not addressed, the costs can be extensive. Team morale and engagement begin to suffer, leading to an environment where stress and dissatisfaction are prevalent. Over time, this can result in increased absenteeism, higher turnover rates, and decreased productivity. Moreover, the organisation’s culture may be at risk, as other team members perceive that toxic behaviour is acceptable if one has valuable skills.

In more extreme cases, the unresolved issues may lead to project delays or failures. For instance, if the unaddressed expert is resistant to sharing knowledge or insists on having their way, it can stifle innovation and delay decision-making processes, affecting the overall success of the team’s objectives.

Recognising toxic behaviours

Recognising toxic behaviours in a project team is crucial for maintaining a healthy work environment and ensuring successful delivery. Here are some common signs of toxic behaviour that should be addressed:

• Negative Attitude: Constant negativity, pessimism, and a generally defeatist attitude can sap the team’s energy and enthusiasm. A toxic person often sees problems in every solution and can demotivate others.
• Poor Communication: Frequent misunderstandings, refusal to listen to others, aggressive or confrontational communication styles, and passive-aggressive behaviour. It also encompasses gossiping, spreading rumours, or undermining team members behind their backs.
• Lack of Collaboration: Often refuse to work cooperatively, preferring to work alone. They may hoard information or refuse to share knowledge, which can impede team progress and cohesion.
• Disrespectful Behaviour: This can manifest as rudeness, belittling others, inappropriate jokes, or comments that make others feel uncomfortable or undervalued. It includes any behaviour that fails to respect the dignity and worth of colleagues.
• Resistance to Change: Resist new ideas or processes that are vital for a team’s evolution and growth. This resistance can stifle innovation and adaptation within the team.
• Lack of Accountability: Blaming others for failures, making excuses, or not taking responsibility for one’s actions. This behaviour can erode trust and accountability within the team.
• Overdominance: Dominating conversations, decision-making processes, or insisting on having things their way without considering others’ opinions. This can stifle other team members’ contributions and innovation.

Addressing the Issue

This is not a pleasant experience for project managers, yet they must firmly address undesirable behaviours before it impacts the team and their results. Here are five strategies to consider:

1. Immediate and Direct Communication: Initiate a candid conversation about the observed behaviours, how they impact the team, and the need for change. It’s crucial that this discussion is constructive, aiming to support the individual’s growth rather than merely criticising their actions.
2. Set Clear Expectations and Consequences: Define clear behavioural expectations along with the potential consequences if these standards are not met. It should be evident that while their expertise is valued, their cooperation and respect towards team norms are equally important.
3. Provide Support and Development Opportunities: Offer resources such as coaching, training, or mentoring to help the individual improve their interpersonal skills. Personal development is a positive approach that can lead to sustainable behavioural change.
4. Monitor Progress and Enforce Consequences: Regular follow-ups are necessary to discuss progress and continuing challenges. If there is insufficient improvement, it may be necessary to take more severe actions, such as reassignment to a less collaborative role, or even termination if all other measures fail.
5. Cultivate a Supportive Team Environment: Foster an environment where all team members feel valued and supported. Encourage open communication, recognise contributions, and promote teamwork. This not only helps in mitigating the negative impact of a toxic individual but also strengthens the team’s resilience.

The key is not just managing but transforming disruptive talent into collaborative strength, thereby ensuring both individual and project success. Through thoughtful intervention and ongoing support, even the most challenging team dynamics can be navigated successfully, leading to enhanced productivity and a more positive workplace culture.

At the end of the day, no one is bigger than the team.