Have you ever noticed how some teams just click while others struggle, despite having equally talented people? As an executive coach, I've always been fascinated by what's happening beneath the surface of team dynamics. It's like an invisible dance that shapes how we work together, make decisions, and build our organizational culture.
Let me share something that recently happened with one of my clients. Sarah (name changed), a brilliant CEO, was struggling with her executive team. On paper, everything looked perfect – clear strategies, well-defined roles, and impressive skillsets. Yet, something wasn't working.
During our coaching sessions, we discovered that her own childhood experiences of having to be "perfect" were unconsciously pushing her team toward an unhealthy pursuit of perfection. This stifled creativity and open dialogue.
This is what we call psychodynamics in leadership – those hidden currents of emotions, past experiences, and unconscious patterns that influence how we lead and how our teams function. Think of it as an iceberg: what we see above the water is just a small part of what’s really going on.
In a psychodynamic-based coaching approach, we don’t dive deep into childhood issues; instead, we bring them to the surface to understand how they impact today's work relationships. Once we have something tangible to work with, we focus on the here and now and project a desirable future. The client can decide what is serving them and what is not – paving the way for a world of possibilities!
Drawing from my academic background and the wisdom of psychodynamic thinkers like Gabriella Braun, Anton Obholzer, Vega Roberts, and William Czander, I’ve seen how understanding these invisible forces can transform team dynamics. As leaders, we’re not just decision-makers and strategists; we’re human beings carrying our own emotional baggage, unresolved conflicts, and defense mechanisms. And guess what? So is everyone on our team.
One pattern I frequently observe in my coaching practice is "emotional contagion." It’s fascinating how a leader’s mood can ripple through an entire organization. I remember working with a tech startup where the founder’s constant anxiety about competition was unconsciously creating a tense, paranoid atmosphere. Once we addressed this pattern, the whole team’s energy shifted, leading to more innovation and collaboration.
Self-reflection is crucial. As leaders, we need to understand our own emotional patterns. I encourage my clients to keep a leadership journal, noting their emotional reactions and patterns. One CEO discovered that his tendency to micromanage stemmed from early career experiences of failure. This awareness helped him develop a more trusting leadership style.
Effective boundary management isn’t just about organizational charts; it’s about creating clear emotional and psychological spaces where people feel secure. I’ve seen how fuzzy boundaries can create anxiety and confusion. One client transformed her team by clarifying roles and decision-making processes, reducing unconscious power struggles and enhancing collaboration.
Developing emotional intelligence can lead to remarkable transformations. Leaders who learn to read and respond to the emotional undercurrents in their teams can better guide these invisible forces. It’s like developing a new sense that allows you to see the underlying dynamics at play.
Creating safe spaces for processing emotions is vital. I call these "containment spaces" – regular check-ins, team dialogues, or coaching sessions where people can openly discuss their challenges. One client instituted "Friday Reflections," a judgment-free zone for sharing weekly experiences. Another created "Monday Chat," where team members discuss non-work-related topics. The impact on team trust and collaboration was remarkable.
What excites me most about this approach is how it helps us understand the full complexity of human behavior in organizations. When we acknowledge and work with these invisible forces rather than against them, we create environments where people can bring their whole selves to work.
Over the years, I’ve seen leaders who embrace this deeper understanding of team dynamics create more resilient, innovative, and successful organizations. It’s not always comfortable – looking beneath the surface rarely is – but the rewards are extraordinary.
Every team has these invisible dynamics at play. The question is: Are we aware of them? And are we using them to create positive change? I’d love to hear about your experiences with these hidden forces in your own teams. What patterns have you noticed, and how have you addressed them?
By bringing our understanding of psychodynamics into everyday leadership practice, we can create workplaces that aren’t just productive but deeply fulfilling for everyone involved. After all, isn’t that what great leadership is all about?
