February 12, 2025 • 35 mins
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Team dysfunction can significantly hinder business performance, leading to poor morale, communication breakdowns, and conflicts that disrupt collaboration. By identifying the signs of dysfunction and applying biblical strategies, leaders can transform their teams into high-performing units rooted in faith.
• Recognizing signs of dysfunction like poor communication and low morale
• Addressing root causes such as leadership issues and cultural misalignment
• Implementing biblical solutions for team transformation
• Fostering trust, collaboration, and effective communication
• Clarifying roles and responsibilities within the team
• Resolving conflicts proactively to maintain harmony
• Promoting adaptability and innovation through a supportive culture
Be sure to check out our website for additional resources!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
Welcome to the Christian Business Concepts with
your host, harold Milby.
Christian Business Concepts isdedicated to guiding companies
and business owners in becomingeffective, efficient and
successful through God's Wordand godly principles.
Now, here's your host, haroldMilby.
Speaker 2 (00:19):
Thank you so much, kelly, and welcome everyone to
this week's Christian BusinessConcepts podcast.
Much, kelly, and welcomeeveryone to this week's
Christian Business ConceptsPodcast.
I'm your host, harold Milby,and each week I try to share
biblical principles that can beapplied in your personal life
and in your professional lifethat will help you find true
godly success.
Not success the way the worlddefines it, but success in the
(00:43):
way God defines it.
You know the Bible is full ofscriptures and principles that
apply to business, to businessleaders, department managers,
heads of organizations and evenmothers.
I mean, you know there's somuch in God's Word and, as I
share with you each week, mygoal is to encourage you, to
(01:06):
enlighten you and empower you tobe the best Christian business
leader, the best organizationalleader, the best department
leader that you can be.
You know CBC is trying to reachover a million leaders around
the world and I'm asking thatyou help me do that by sharing
(01:27):
this podcast with four to fiveother people that you may feel
like would benefit from thispodcast and putting our link on
your Facebook or on yourLinkedIn page each week to kind
of help us get the word out.
Now, before we get startedtoday, let me give a big shout
(01:47):
out to the great country ofJapan for having so many
downloads the past few weeks.
You know we really appreciateyou guys and we're so thankful
for you, as we are really all ofyou not just Japan, but all of
you all over the world that havebecome a part of the Christian
(02:08):
business concepts.
So, anyway, I just wanted toshare that with you today and so
glad and so humbled that youhave decided to you about how to
see the signs of adysfunctional team and then how
(02:30):
to overcome the negative effectsthat it can cause.
If you really want to look atsome examples of dysfunctional
teams, we're around that time ofthe Super Bowl and everything,
so we'll just use some footballexamples Football as being the
NFL, not soccer.
(02:52):
For those of you that arelistening outside the United
States, the first one would bethe Denver Broncos.
The Broncos made a blockbustertrade for Russell Wilson in 2022
.
But that move kind of turnedinto a disaster.
First there were some coachingissues the first-year head coach
(03:13):
, nathaniel Hackett.
He struggled with play calling,game management and it led to
his firing before the seasonever ended.
There was a lot of locker roomtensions.
Before the season ever ended,there was a lot of locker room
tensions.
You know Wilson reportedly hadhis own office and personal
staff which alienated him fromhis teammates.
And then there were on-fieldstruggles too.
(03:37):
The offense ranked really nearthe bottom of the league despite
all the high expectations.
So there's an example of adysfunctional team there.
Another is the ArizonaCardinals, also in 1922, the
team dealt with a lot ofinternal dysfunction between the
quarterback, which was KyleMurray at the time, and the head
(04:00):
coach, which was CliffKingsbury.
And Murray was called out evenby his teammates and the media
for a lack of leadership andreally was given an unusual
contract clause requiring him tostudy film for at least four
hours a week, and so they addedthat into his contract and that
(04:22):
kind of helped a little bit.
But Kingsbury lost the lockerroom and after a 4-13 season
that year, both him and the GMwere fired.
Another example of adysfunctional team was Las Vegas
Raiders in 21 and 22.
The Raiders were plagued byscandals, by really poor
(04:47):
coaching decisions and someplayer mismanagement.
John Gruden you know he leakedoffensive emails which led to
his resignation, and then HenryRuggs' arrest in 2021.
Ruggs he was a first-round pickand he was involved in a fatal
(05:08):
DUI crash leading to his release.
And then there was Derek Carrwho was benched.
He was a longtime quarterbackand he was benched and later
released, but again it just kindof signaled more instability.
But again it just kind ofsignaled more instability.
So it can be harder to recognizea dysfunctional team in a
(05:32):
business or an organization thana sports team.
But if you know what to lookfor, I think it's easy to see.
A dysfunctional team really cansignificantly hinder the
business performance, theemployee morale and even the
success of the business.
(05:53):
And as Christian businessleaders, it's really crucial for
us to be able to identify theroot causes of dysfunction and
then implement some biblicalstrategies and principles to
help us transform that team inreally what we want, which is a
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very high-performing team,high-performing unit.
Patrick Lencioni said that ifyou could get all the people in
an organization rowing in thesame direction, you could
dominate any industry in anymarket against any competition
at any time, and I think there'sa lot of truth to what he's
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saying.
So what you want to do is, first, you want to look at some signs
to help you identify if you'reworking with a dysfunctional
team, at some signs to help youidentify if you're working with
a dysfunctional team, whether itbe the overall upper management
of a company or maybe just someof the people in your own
department.
Some of these things will helpyou to determine and help you
find telltale signs, if you will, of a dysfunctional team.
(07:01):
So first and foremost is poorcommunication dysfunctional team
.
So first and foremost is poorcommunication.
There may be a lot ofmisunderstandings, a lack of
transparency or a reluctance toshare information.
That's one sign.
Another sign would be lowmorale.
I mean, if your team has lowmorale, it's one of the things
(07:21):
you want to start looking at.
If your employees are notengaged or you have a lot of
absenteeism or you just plainhave a lack of enthusiasm, a lot
of times that can be a sign ofhaving a dysfunctional team.
And then lack of trust, that'sanother.
You know team members they'reunwilling to rely on each other.
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Team members they're unwillingto rely on each other or they're
micromanaging behaviors.
But a lack of trust is a bigissue and it also is a sign of
having a dysfunctional team.
Then you've got conflicts andpower struggles.
You know there's frequentdisagreements.
Maybe there's cliques or aresistance to collaborate with
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others.
So look for those conflicts andpower struggles.
Sometimes they're under thesurface, they don't stand right
out, but you'll see from thefrequent disagreements and the
cliques and things like thatthat you do have it.
So it's something that you haveto kind of be looking for, you
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know.
Next is poor accountability.
So when you have pooraccountability, what happens is
you have what's called the blamegame.
So people just start blamingpeople or they blame situations.
You know they start missingdeadlines, right?
Because?
Why?
Because there's noaccountability.
Uh, there's really a lack ofownership.
Um, you know.
So there's just noaccountability.
You know, stephen Covey uh saidonce.
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He said that accountabilitybreeds responsibility.
So if you see people that arenot taking ownership, they're
not taking responsibility,chances are there's no
accountability.
So that's a sign that you couldhave a dysfunctional team.
Another is resistance to change.
That's just purely anunwillingness to adapt, you know
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, to new strategies or newprocesses.
You know, some people are justresistant to change.
I've seen that over the years.
I worked for a company and wewere bought out by another
company and I saw a lot ofpeople that were just resistant
to change that came from the newcompany.
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It hurt the business overallbecause of that.
So resistance to change could bea reason that you have a
dysfunctional team, or at leastit gives you an idea that that's
a sign.
Then underperformance there's afailure there.
They're not meeting their goals.
There's really inefficientworkflows or making the same
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mistakes over and over and overand over again.
It's just underperformance.
Another one is just it'sjealousy.
It's just pure jealousy.
And when you look at the Wordof God, especially when you look
at the team that Jesus had puttogether, his 12 disciples,
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there was jealousy among thosepeople.
Some of those passages we'llshare today.
But there definitely was issuesthat they had to deal with, that
Jesus had to deal with with histeam and in some cases he had
to get pretty direct with them.
He had to get pretty seriouswith them.
So what are some of the rootcauses?
Pretty serious with them.
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So what are some of the rootcauses?
If you're going to implementcorrective actions, you really
need to understand the causes.
So we already know we just wentthrough some of the signs of a
dysfunctional team.
Now we want to talk about someof those causes.
One is leadership issues.
So there's inconsistentmanagement, there's a lack of
vision or failure to addressconflicts.
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Now these are on you If you'rethe business leader.
If you're the leader in yourorganization or your department,
you got to look to yourself.
First.
You're supposed to be theleader, and so a lot of times
this dysfunction comes becausethere's poor leadership, or
maybe people are become lazy,they're just not doing what they
need to do.
But that can be a root cause.
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Another is there's no clearresponsibilities, there's no
clear roles that are established, so employees are very
uncertain about what theirduties are and how they can
contribute.
So you really need that.
It's important that you havewritten job descriptions.
You know what job descriptionsdo.
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It lets the employee know ifthey're doing a good job or not.
Because that's what you want.
You want the employees to takeownership of their actions,
ownership of how well they'redoing.
So you give them a jobdescription and it kind of lets
them know, by looking at thatjob description, if they're
doing a good job or not.
So you know unclear roles andresponsibilities.
(12:11):
Next, cultural misalignment.
Now, what am I talking about?
Well, there's a misalignment ofteam values or maybe
organizational goals, so theydon't line up, you know, with
your goals, or maybe anotherdepartment's goals.
So they don't line up, you know, with your goals, or maybe
another department's goals, andso there's this clash that
begins to take place.
(12:31):
Another reason for dysfunctioncan be a lack of resources.
Maybe you just don't haveenough training, you don't have
the right tools, you don't havethe personnel, you're not
investing in personnel, or atleast you're not investing in
the right people, and thenpersonality clashes.
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You know, there's all kinds ofdifferent work styles, there's
different values, there's allkinds of personal conflicts that
can happen within anorganization.
It happens in families, so youknow it's going to happen in an
organization.
It happens in families, so youknow it's going to happen in an
organization.
You know the enemy does notwant you to have a family and
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anything that resembles a family.
He wants to tear it apart, andthat includes business.
So he doesn't want that.
He wants to cause as manyconflicts as he can.
And lastly, another thing thatcan cause dysfunction is work
overload.
If you just have reallyunrealistic expectations, a lot
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of times that'll lead to burnout, it'll lead to frustration, and
so that's the things that youhave to be aware of as well.
So what can we do?
What can we do?
Well, you know we've got toaddress a team dysfunction
through some strategies, and Iwant to talk about some things
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that I find in the Word of Godthat should be able to help us
right.
So the first principle is youneed to establish a clear
leadership and a clear vision.
That's important because whatyou're doing is you're defining.
You are defining the team'smission, you're defining their
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goals, you're defining theexpectations, and they should be
in alignment with Christianvalues.
They shouldn't conflict, butthey should align with Christian
values and you need to ensurethat alignment with your
objectives.
And at the same time thatyou're doing that, you've got to
(14:44):
embody servant leadership,which we've talked about before
on this podcast.
But you know, proverbs 29 and18 says when there is no vision,
the people perish, they willdie on the vine and then it will
infect other people within theorganization and before you know
it, you've got a dysfunctionalteam on your hands.
(15:05):
So you know how do you kind ofovercome that?
You kind of you got to lead byexample.
You know you've got todemonstrate accountability and
integrity and humility.
You've got to demonstrateaccountability and integrity and
humility.
And then you've got to define.
You've got to define thatvision that includes your goals
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and your expectations and whatyour mission is.
The next thing that you shoulddo is improve communication.
So you need to have regularteam meetings to discuss the
progress and the concerns thatpeople may have.
You need to encourage I don'tmean just talk about it, but you
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really have to encourage havingopen dialogue.
You know, ephesians 4.29 sayslet no corrupt talk come out of
your mouths, but only such asgood.
Now watch this for building upas fits the occasion that it may
give grace to those who hear.
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So you're trying your best, whenyou communicate, to fulfill the
Scripture.
You're trying to share thingsthat will only build somebody up
, even if you have to fulfillthe scripture.
You're trying to share thingsthat will only build somebody up
Even if you have to correctsomebody, even if somebody does
something egregious.
I think you have to take yourtime in the way you handle these
things, because I still thinkyou can communicate things
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properly.
So you know, when we're talkingabout good in communication,
you've got to have good outletsfor communication.
And how you're doing it?
Uh, you've got to encourageopen and honest feedback.
Uh, but do it in a respectful.
You know when they do that,tell them, expect them to, to,
to be respectful and to be in aloving manner.
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Uh, you're not there to tearpeople down.
You're there to build them upin a loving manner.
You're not there to tear peopledown.
You're there to build them up.
And so you need to implementsome good communication channels
and maybe that may be projectmanagement tools or internal
messaging platforms that are outthere, but do what you can to
improve communication.
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The next is to build trust andcollaboration.
Again, you hear me quoteStephen Covey a lot, but I have
a great respect for him.
But you know he said once trustis the glue of life.
It is the most essentialingredient in effective
communication, it's thefoundational principle that
holds all relationships together.
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So, building trust and buildingcollaboration.
So to do that, you just need tofoster a culture of respect,
foster a culture of safety whereemployees feel valued, right?
You know Colossians 3 and 12through 14, it says put on, then
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, as good God's chosen ones,holy and beloved, compassionate
hearts, kindness, humility,meekness and patience bearing
with one another and, if one hasa complaint against another,
forgiving each other, as theLord has forgiven you, so that
you also must forgive, and aboveall these things put on love,
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which binds everything togetherin perfect harmony.
Let me just go on a little bit.
You need to organize some teambuilding activities to help
strengthen relationships andbuild trust.
You need to recognize andappreciate individual people and
team people as they contribute,and you need to do that with
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gratitude.
You know the Bible says in 1Thessalonians 5 and 11,
therefore, encourage one another, build one another up, just as
you're doing, and you may say,yeah, you know, harold, that's
all great when you're in churchand you do that, but you know
this is a business.
I got to be tough on people.
This is a business.
I can't bring Christianity intomy business.
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Let me tell you something youcan't afford not to bring
Christianity into your businessand you know, if you want to
find things that are hard to do,god's Word is full of
principles that are easier saidthan done, but, as a believer,
it's what we need to strive for.
So you need to build trust andcollaboration.
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The next thing is you need toclarify people's
responsibilities.
You need to clarify what istheir role so that they know
what their role is.
You know, one of the thingsthat happens in a dysfunctional
team is somebody that doesn'tunderstand what their role is,
but goes around talking topeople about what they think
their role is, and it causes allkinds of animosity.
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It causes a lot of resentmentand a lot of conflict within a
company.
You know, theodore Rooseveltsaid one time the best execution
is the one who has sense enoughto pick good men to do what he
wants done and self-restraint tokeep from meddling with them
while they do it.
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And I think that's at the heartof building trust.
It, and I think that's at theheart of building trust.
And so I think that you knowmost people, you know they don't
realize that Judas was Jesus'streasurer.
According to John 12 and 6, youknow it's definitely him.
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The Bible says that he was theone that held on to the money
bag.
That was his responsibility,that was what his role was and a
lot of people don't know that.
So you've got to establish,when you do that, you have to
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establish responsibility andaccountability and you've got to
have some kind of structure totrack people's performances.
You know the Bible talks aboutin Acts 6 and 3, it talks about
picking out seven men, full ofthe Holy Ghost, to take care of
widows and wait on tables.
Now that's how important theHoly Spirit is that they wanted
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men who were going to wait ontables and to take care of
widows to be full of the HolyGhost.
The Bible says in Acts 6 and 3.
So it's important to haveaccountability and to have
structure.
So you need to use your jobdescriptions and use KPIs key
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performance indicators.
What are these things that youshould be looking for every day,
every week, every month, andthat'll help you guide your
team's functions and whatthey're supposed to do?
The next thing, the nextprinciple, is you've got to
address and resolve conflictseffectively and quickly.
Don't let them fester.
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So you've got to implement someconflict, what I would call
conflict resolutions, and youcan do that through a lot of
times, through meditating uponGod's word about having coaching
sessions, or maybe you know,make sure your business is
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really, really, really groundedon biblical principles.
You know, matthew 18, 15through 17 says if your brother
sins against you, go and tellhim his fault between you and
him alone.
If he listens to you, you'vegained your brother.
But if he does not listen, takeone or two other people along
with you that every charge maybe established by the evidence
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of two or three witnesses.
If he refuses to listen to them, tell it to the church.
And if he refuses to listeneven to the church, let him be
to you as a Gentile and a taxcollector.
Those are pretty strong words,pretty strong, very, very strong
words, and you know that Jesussaid this, you know.
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So I think, as we look at thesethings and as we discuss them,
especially when we're talkingabout establishing
accountability, it's importantfor us to understand that we
also encourage some constructivefeedback too, and we should be
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actively listening.
Jesus sent his disciples outtwo by two at one point.
Then they came back and then hedebriefed them upon their
return.
He debriefed them, he got allthe information from them and
some of them had a hard time,some of them not as bad, but
that's something that Jesus did.
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He was very constructive in hisfeedback and he was a very good
and active listener.
The next thing that you need todo is you need to take prompt
actions when you resolvedisputes and you try to nip them
in the bud before they escalateand get a lot worse.
You know Luke 22 and verses 24through 26,.
(24:19):
It says a dispute also roseamong them as to which of them
was going to be regarded as thegreatest, and he said to them
the kings of the Gentilesexercise lordship over them and
those in authority over themthat are called benefactors, but
not so among you.
(24:41):
Rather, let the greatest amongyou become as the youngest and
the leader, as one who serves.
Now this passage really ispartly due because of jealousy.
They're jealous of that otherperson, maybe their role, maybe
their perks that they get, Idon't know.
But they're jealous of thatother person, maybe their role,
maybe their perks that they get,I don't know, but they're
(25:01):
jealous, and so you need to bevery careful with that.
The next thing, you need toprovide some training, have some
kind of training program.
Listen, you don't have to spendthousands of dollars or even
hundreds of dollars.
You can develop.
If you're a leader, you candevelop training and development
.
You know, 2 Timothy 3, 16through 17 says All scripture is
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breathed out by God andprofitable for teaching, for
reproof, for correction and fortraining in righteousness that
the man of God may be complete,and for training in
righteousness that the man ofGod may be complete, thoroughly
equipped for every good work.
So you know, as we look at this, we see this developmental
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angle.
What does the Scripture do?
What's good for teaching?
It's good for reproof, it'sgood for correction.
The Word of God is the besttraining manual that we could
ever have.
Uh, it offers, uh, all kinds ofinformation to us that can help
us in our struggles, uh, atwork, uh, and in our companies.
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Um, another thing that you needto do is maybe offer some kind
of training, some basic skillstraining, offer some
professional developmentprograms that has maybe a
faith-based type of perspective.
Another thing that you can dois conduct workshops on
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communication and teamwork andleadership that's inspired by
biblical teachings.
Another is to encouragementorship and knowledge sharing
.
You want to make sure that thatis part of your environment,
that that's part of your companyis, that you're sharing
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information with each other, andyou know that will help you
tremendously to basicallyeliminate to actually eliminate
any kind of things like thatthat are going on.
All right, the next thing thatyou can do is enhance
performance management.
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So you've got to look at someways, you've got to set some
measurable performance goals andhave a regular review process.
That way you can provide someconstructive feedback, but also
you can recognize them for theirachievements.
You know Jesus again is anexample of this His disciples at
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one point they couldn't castthe demons out of a child.
And then he said why are youafraid?
What are you afraid of?
And he again holds them to astandard.
He holds them to a standard andyou know it's how you really
increase your faith and more.
You've got to have some way tosee where are you at right, and
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that goes for your salvation too.
Where are you at today with thesalvation that God sent when he
sent his son Jesus?
You know what are you doingwith it.
Sent when he sent his son Jesus.
You know what are you doingwith it.
So you need to enhance somekind of performance management
where you can see if people aregrowing, if they're doing better
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Again.
I think Jesus was a greatexample of that.
Next is foster adaptability andinnovation.
You know, jesus's ministry wasvery innovative.
Nobody at that time spoke likehe did, nobody really did the
things the way that he did andno one had a vision like he did.
Jesus was so different, and Iremember thinking when I was a
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young child, when I read thisstory about how Jesus spit in
the mud or in the dirt and hemade mud with it and put it on a
blind man's eyes and told himto go wash in the pool of Siloam
and he'd be healed.
And that's exactly whathappened.
But see, that's innovative.
That was so innovative.
Nobody heard of doing anythinglike that back in the day.
But Jesus was very innovative,which is why he had so many
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people that would follow him.
A good example is in 1Corinthians 9, verse 20 through
22.
It says To the Jews I became asa Jew in order to win Jews To
those under the law.
I became as one under the law,though not being myself under
the law, that I might win thosewho are under the law To those
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outside of the law.
I became as one outside of thelaw, not being outside of the
law of God, but under the law Tothose outside of the law.
I became as one outside of thelaw, not being outside of the
law of God, but under the law ofChrist, that I might win those
outside the law To the weak.
I became weak that I might winthe weak.
I have become all things to allpeople that by all means I
might save some.
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So again, it's this adaptability.
We have to be willing to beadaptable, to be adaptable and
to do that you've got toencourage creativity, you've got
to create an openness for newideas.
You need to adapt strategies tomeet the changing business
needs.
That'll help you to beinnovative, you know, and you
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stay aligned with your Christianethics.
And you got to then empoweryour teams, empower your team
members to take initiative andto contribute and then celebrate
that.
Downplay the failures butcelebrate the successes of the
people when they do that.
That will help you to createthis culture within your
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organization for people to notbe afraid to be innovative and
do things differently than hasever been done before.
So those are things that arereally, really, really important
.
You know, when you maintainthis positive team culture.
I think it's kind of like Jesus.
(31:05):
You know he maintained that InMark.
Chapter 12 is the story of thewidow.
She was very poor and she gaveeverything she had and Jesus
publicly praised her and praisedher act of generosity.
He highlighted the value ofgiving from the heart and not
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just the amount.
You know the parable of theGood Samaritan, where Jesus
emphasizes the importance ofhelping those in need, even
strangers.
It demonstrated this positiveaction towards other people In
that passage there in Matthew 25, it says His master said to him
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Well done, good and faithfulservant, you have been faithful
over a little.
I'll set you over much.
Enter into the joy of yourmaster.
So again, you've got to sustainimprovement.
You've got to recognize it too.
So Jesus' approach to positivereinforcement let me give this
to you quickly.
First of all, he recognizedpeople in public.
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Jesus often publiclyacknowledged good deeds which
encouraged others to do the same.
He also focused on the heart.
Jesus emphasized the importanceof the motive behind the
actions Not just the actions,but the motive behind it.
So it wasn't just the outwardappearance of good deeds, but it
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was the motive behind it.
He focused on the heart.
And the next thing he did hewas a personal example.
Jesus himself demonstratedpositive behaviors through his
own actions of compassion andforgiveness and services to
others.
So you need to recognize andregularly review and adapt to
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these things that we've talkedabout today to make sure you can
keep at bay any kind ofdysfunction within your
organization.
So addressing team dysfunctionit requires a very proactive and
a very strategic approachthat's rooted in faith.
And when you identify theissues and you implement
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effective leadership strategies,biblical strategies, and you
foster this positive workenvironment, I believe that as a
Christian business leader, youcan transform a dysfunctional
team into a cohesive,high-performing team, into a
(33:40):
cohesive, high-performing team,and by regularly monitoring and
being quick to adapt and ensurelong-term success.
I believe that yourorganization will grow, and
especially as you maintain yourbiblical principles as the
foundation of your leadershipand those that are leaders under
you.
Lord, I thank you right now forthose who have downloaded and
(34:01):
listened to this podcast and tothese principles.
Lord, let them be change agents.
Lord, let them recognizedysfunction quickly and then
help them to apply theseprinciples.
Lord, if any of them are in themiddle of a dysfunctional team,
lord, I pray that you let themapply your word and minister to
them as they deal directly withthis dysfunction.
(34:22):
Lord, lord, please bless them,lord, and help them to grow as a
leader and find your definedsuccess.
Lord for their life and Lord, Iask it in Jesus' name, amen.
Well, thank you again forlistening.
I'm so blessed and thankful.
You're a part of the CBC family.
Be sure to check outchristianbusinessconceptsorg
(34:46):
website for a lot of additionalinformation and resources.
Well, that's all the time wehave for this week, so until
next time.
Remember Jesus is Lord and hewants you blessed.
Speaker 1 (35:00):
Thank you for tuning into this week's Christian
Business Concepts podcast.
Go toChristianBusinessConceptscom for
more information and resources.
Be sure to check out otherpodcasts that will help you take
your business and your personallife to a whole new level of
success.
Welcome to the Christian Business Concepts with
your host, harold Milby.
Christian Business Concepts isdedicated to guiding companies
and business owners in becomingeffective, efficient and
successful through God's Wordand godly principles.
Now, here's your host, haroldMilby.
Speaker 2 (00:19):
Thank you so much, kelly, and welcome everyone to
this week's Christian BusinessConcepts podcast.
Much, kelly, and welcomeeveryone to this week's
Christian Business ConceptsPodcast.
I'm your host, harold Milby,and each week I try to share
biblical principles that can beapplied in your personal life
and in your professional lifethat will help you find true
godly success.
Not success the way the worlddefines it, but success in the
(00:43):
way God defines it.
You know the Bible is full ofscriptures and principles that
apply to business, to businessleaders, department managers,
heads of organizations and evenmothers.
I mean, you know there's somuch in God's Word and, as I
share with you each week, mygoal is to encourage you, to
(01:06):
enlighten you and empower you tobe the best Christian business
leader, the best organizationalleader, the best department
leader that you can be.
You know CBC is trying to reachover a million leaders around
the world and I'm asking thatyou help me do that by sharing
(01:27):
this podcast with four to fiveother people that you may feel
like would benefit from thispodcast and putting our link on
your Facebook or on yourLinkedIn page each week to kind
of help us get the word out.
Now, before we get startedtoday, let me give a big shout
(01:47):
out to the great country ofJapan for having so many
downloads the past few weeks.
You know we really appreciateyou guys and we're so thankful
for you, as we are really all ofyou not just Japan, but all of
you all over the world that havebecome a part of the Christian
(02:08):
business concepts.
So, anyway, I just wanted toshare that with you today and so
glad and so humbled that youhave decided to you about how to
see the signs of adysfunctional team and then how
(02:30):
to overcome the negative effectsthat it can cause.
If you really want to look atsome examples of dysfunctional
teams, we're around that time ofthe Super Bowl and everything,
so we'll just use some footballexamples Football as being the
NFL, not soccer.
(02:52):
For those of you that arelistening outside the United
States, the first one would bethe Denver Broncos.
The Broncos made a blockbustertrade for Russell Wilson in 2022
.
But that move kind of turnedinto a disaster.
First there were some coachingissues the first-year head coach
(03:13):
, nathaniel Hackett.
He struggled with play calling,game management and it led to
his firing before the seasonever ended.
There was a lot of locker roomtensions.
Before the season ever ended,there was a lot of locker room
tensions.
You know Wilson reportedly hadhis own office and personal
staff which alienated him fromhis teammates.
And then there were on-fieldstruggles too.
(03:37):
The offense ranked really nearthe bottom of the league despite
all the high expectations.
So there's an example of adysfunctional team there.
Another is the ArizonaCardinals, also in 1922, the
team dealt with a lot ofinternal dysfunction between the
quarterback, which was KyleMurray at the time, and the head
(04:00):
coach, which was CliffKingsbury.
And Murray was called out evenby his teammates and the media
for a lack of leadership andreally was given an unusual
contract clause requiring him tostudy film for at least four
hours a week, and so they addedthat into his contract and that
(04:22):
kind of helped a little bit.
But Kingsbury lost the lockerroom and after a 4-13 season
that year, both him and the GMwere fired.
Another example of adysfunctional team was Las Vegas
Raiders in 21 and 22.
The Raiders were plagued byscandals, by really poor
(04:47):
coaching decisions and someplayer mismanagement.
John Gruden you know he leakedoffensive emails which led to
his resignation, and then HenryRuggs' arrest in 2021.
Ruggs he was a first-round pickand he was involved in a fatal
(05:08):
DUI crash leading to his release.
And then there was Derek Carrwho was benched.
He was a longtime quarterbackand he was benched and later
released, but again it just kindof signaled more instability.
But again it just kind ofsignaled more instability.
So it can be harder to recognizea dysfunctional team in a
(05:32):
business or an organization thana sports team.
But if you know what to lookfor, I think it's easy to see.
A dysfunctional team really cansignificantly hinder the
business performance, theemployee morale and even the
success of the business.
(05:53):
And as Christian businessleaders, it's really crucial for
us to be able to identify theroot causes of dysfunction and
then implement some biblicalstrategies and principles to
help us transform that team inreally what we want, which is a
(06:14):
very high-performing team,high-performing unit.
Patrick Lencioni said that ifyou could get all the people in
an organization rowing in thesame direction, you could
dominate any industry in anymarket against any competition
at any time, and I think there'sa lot of truth to what he's
(06:37):
saying.
So what you want to do is, first, you want to look at some signs
to help you identify if you'reworking with a dysfunctional
team, at some signs to help youidentify if you're working with
a dysfunctional team, whether itbe the overall upper management
of a company or maybe just someof the people in your own
department.
Some of these things will helpyou to determine and help you
find telltale signs, if you will, of a dysfunctional team.
(07:01):
So first and foremost is poorcommunication dysfunctional team
.
So first and foremost is poorcommunication.
There may be a lot ofmisunderstandings, a lack of
transparency or a reluctance toshare information.
That's one sign.
Another sign would be lowmorale.
I mean, if your team has lowmorale, it's one of the things
(07:21):
you want to start looking at.
If your employees are notengaged or you have a lot of
absenteeism or you just plainhave a lack of enthusiasm, a lot
of times that can be a sign ofhaving a dysfunctional team.
And then lack of trust, that'sanother.
You know team members they'reunwilling to rely on each other.
(07:43):
Team members they're unwillingto rely on each other or they're
micromanaging behaviors.
But a lack of trust is a bigissue and it also is a sign of
having a dysfunctional team.
Then you've got conflicts andpower struggles.
You know there's frequentdisagreements.
Maybe there's cliques or aresistance to collaborate with
(08:05):
others.
So look for those conflicts andpower struggles.
Sometimes they're under thesurface, they don't stand right
out, but you'll see from thefrequent disagreements and the
cliques and things like thatthat you do have it.
So it's something that you haveto kind of be looking for, you
(08:33):
know.
Next is poor accountability.
So when you have pooraccountability, what happens is
you have what's called the blamegame.
So people just start blamingpeople or they blame situations.
You know they start missingdeadlines, right?
Because?
Why?
Because there's noaccountability.
Uh, there's really a lack ofownership.
Um, you know.
So there's just noaccountability.
You know, stephen Covey uh saidonce.
(08:56):
He said that accountabilitybreeds responsibility.
So if you see people that arenot taking ownership, they're
not taking responsibility,chances are there's no
accountability.
So that's a sign that you couldhave a dysfunctional team.
Another is resistance to change.
That's just purely anunwillingness to adapt, you know
(09:19):
, to new strategies or newprocesses.
You know, some people are justresistant to change.
I've seen that over the years.
I worked for a company and wewere bought out by another
company and I saw a lot ofpeople that were just resistant
to change that came from the newcompany.
(09:39):
It hurt the business overallbecause of that.
So resistance to change could bea reason that you have a
dysfunctional team, or at leastit gives you an idea that that's
a sign.
Then underperformance there's afailure there.
They're not meeting their goals.
There's really inefficientworkflows or making the same
(10:04):
mistakes over and over and overand over again.
It's just underperformance.
Another one is just it'sjealousy.
It's just pure jealousy.
And when you look at the Wordof God, especially when you look
at the team that Jesus had puttogether, his 12 disciples,
(10:25):
there was jealousy among thosepeople.
Some of those passages we'llshare today.
But there definitely was issuesthat they had to deal with, that
Jesus had to deal with with histeam and in some cases he had
to get pretty direct with them.
He had to get pretty seriouswith them.
So what are some of the rootcauses?
Pretty serious with them.
(10:47):
So what are some of the rootcauses?
If you're going to implementcorrective actions, you really
need to understand the causes.
So we already know we just wentthrough some of the signs of a
dysfunctional team.
Now we want to talk about someof those causes.
One is leadership issues.
So there's inconsistentmanagement, there's a lack of
vision or failure to addressconflicts.
(11:08):
Now these are on you If you'rethe business leader.
If you're the leader in yourorganization or your department,
you got to look to yourself.
First.
You're supposed to be theleader, and so a lot of times
this dysfunction comes becausethere's poor leadership, or
maybe people are become lazy,they're just not doing what they
need to do.
But that can be a root cause.
(11:28):
Another is there's no clearresponsibilities, there's no
clear roles that are established, so employees are very
uncertain about what theirduties are and how they can
contribute.
So you really need that.
It's important that you havewritten job descriptions.
You know what job descriptionsdo.
(11:48):
It lets the employee know ifthey're doing a good job or not.
Because that's what you want.
You want the employees to takeownership of their actions,
ownership of how well they'redoing.
So you give them a jobdescription and it kind of lets
them know, by looking at thatjob description, if they're
doing a good job or not.
So you know unclear roles andresponsibilities.
(12:11):
Next, cultural misalignment.
Now, what am I talking about?
Well, there's a misalignment ofteam values or maybe
organizational goals, so theydon't line up, you know, with
your goals, or maybe anotherdepartment's goals.
So they don't line up, you know, with your goals, or maybe
another department's goals, andso there's this clash that
begins to take place.
(12:31):
Another reason for dysfunctioncan be a lack of resources.
Maybe you just don't haveenough training, you don't have
the right tools, you don't havethe personnel, you're not
investing in personnel, or atleast you're not investing in
the right people, and thenpersonality clashes.
(12:53):
You know, there's all kinds ofdifferent work styles, there's
different values, there's allkinds of personal conflicts that
can happen within anorganization.
It happens in families, so youknow it's going to happen in an
organization.
It happens in families, so youknow it's going to happen in an
organization.
You know the enemy does notwant you to have a family and
(13:14):
anything that resembles a family.
He wants to tear it apart, andthat includes business.
So he doesn't want that.
He wants to cause as manyconflicts as he can.
And lastly, another thing thatcan cause dysfunction is work
overload.
If you just have reallyunrealistic expectations, a lot
(13:37):
of times that'll lead to burnout, it'll lead to frustration, and
so that's the things that youhave to be aware of as well.
So what can we do?
What can we do?
Well, you know we've got toaddress a team dysfunction
through some strategies, and Iwant to talk about some things
(14:00):
that I find in the Word of Godthat should be able to help us
right.
So the first principle is youneed to establish a clear
leadership and a clear vision.
That's important because whatyou're doing is you're defining.
You are defining the team'smission, you're defining their
(14:22):
goals, you're defining theexpectations, and they should be
in alignment with Christianvalues.
They shouldn't conflict, butthey should align with Christian
values and you need to ensurethat alignment with your
objectives.
And at the same time thatyou're doing that, you've got to
(14:44):
embody servant leadership,which we've talked about before
on this podcast.
But you know, proverbs 29 and18 says when there is no vision,
the people perish, they willdie on the vine and then it will
infect other people within theorganization and before you know
it, you've got a dysfunctionalteam on your hands.
(15:05):
So you know how do you kind ofovercome that?
You kind of you got to lead byexample.
You know you've got todemonstrate accountability and
integrity and humility.
You've got to demonstrateaccountability and integrity and
humility.
And then you've got to define.
You've got to define thatvision that includes your goals
(15:28):
and your expectations and whatyour mission is.
The next thing that you shoulddo is improve communication.
So you need to have regularteam meetings to discuss the
progress and the concerns thatpeople may have.
You need to encourage I don'tmean just talk about it, but you
(15:49):
really have to encourage havingopen dialogue.
You know, ephesians 4.29 sayslet no corrupt talk come out of
your mouths, but only such asgood.
Now watch this for building upas fits the occasion that it may
give grace to those who hear.
(16:11):
So you're trying your best, whenyou communicate, to fulfill the
Scripture.
You're trying to share thingsthat will only build somebody up
, even if you have to fulfillthe scripture.
You're trying to share thingsthat will only build somebody up
Even if you have to correctsomebody, even if somebody does
something egregious.
I think you have to take yourtime in the way you handle these
things, because I still thinkyou can communicate things
(16:32):
properly.
So you know, when we're talkingabout good in communication,
you've got to have good outletsfor communication.
And how you're doing it?
Uh, you've got to encourageopen and honest feedback.
Uh, but do it in a respectful.
You know when they do that,tell them, expect them to, to,
to be respectful and to be in aloving manner.
(16:54):
Uh, you're not there to tearpeople down.
You're there to build them upin a loving manner.
You're not there to tear peopledown.
You're there to build them up.
And so you need to implementsome good communication channels
and maybe that may be projectmanagement tools or internal
messaging platforms that are outthere, but do what you can to
improve communication.
(17:16):
The next is to build trust andcollaboration.
Again, you hear me quoteStephen Covey a lot, but I have
a great respect for him.
But you know he said once trustis the glue of life.
It is the most essentialingredient in effective
communication, it's thefoundational principle that
holds all relationships together.
(17:37):
So, building trust and buildingcollaboration.
So to do that, you just need tofoster a culture of respect,
foster a culture of safety whereemployees feel valued, right?
You know Colossians 3 and 12through 14, it says put on, then
(17:58):
, as good God's chosen ones,holy and beloved, compassionate
hearts, kindness, humility,meekness and patience bearing
with one another and, if one hasa complaint against another,
forgiving each other, as theLord has forgiven you, so that
you also must forgive, and aboveall these things put on love,
(18:22):
which binds everything togetherin perfect harmony.
Let me just go on a little bit.
You need to organize some teambuilding activities to help
strengthen relationships andbuild trust.
You need to recognize andappreciate individual people and
team people as they contribute,and you need to do that with
(18:46):
gratitude.
You know the Bible says in 1Thessalonians 5 and 11,
therefore, encourage one another, build one another up, just as
you're doing, and you may say,yeah, you know, harold, that's
all great when you're in churchand you do that, but you know
this is a business.
I got to be tough on people.
This is a business.
I can't bring Christianity intomy business.
(19:09):
Let me tell you something youcan't afford not to bring
Christianity into your businessand you know, if you want to
find things that are hard to do,god's Word is full of
principles that are easier saidthan done, but, as a believer,
it's what we need to strive for.
So you need to build trust andcollaboration.
(19:31):
The next thing is you need toclarify people's
responsibilities.
You need to clarify what istheir role so that they know
what their role is.
You know, one of the thingsthat happens in a dysfunctional
team is somebody that doesn'tunderstand what their role is,
but goes around talking topeople about what they think
their role is, and it causes allkinds of animosity.
(19:53):
It causes a lot of resentmentand a lot of conflict within a
company.
You know, theodore Rooseveltsaid one time the best execution
is the one who has sense enoughto pick good men to do what he
wants done and self-restraint tokeep from meddling with them
while they do it.
(20:13):
And I think that's at the heartof building trust.
It, and I think that's at theheart of building trust.
And so I think that you knowmost people, you know they don't
realize that Judas was Jesus'streasurer.
According to John 12 and 6, youknow it's definitely him.
(20:37):
The Bible says that he was theone that held on to the money
bag.
That was his responsibility,that was what his role was and a
lot of people don't know that.
So you've got to establish,when you do that, you have to
(20:58):
establish responsibility andaccountability and you've got to
have some kind of structure totrack people's performances.
You know the Bible talks aboutin Acts 6 and 3, it talks about
picking out seven men, full ofthe Holy Ghost, to take care of
widows and wait on tables.
Now that's how important theHoly Spirit is that they wanted
(21:19):
men who were going to wait ontables and to take care of
widows to be full of the HolyGhost.
The Bible says in Acts 6 and 3.
So it's important to haveaccountability and to have
structure.
So you need to use your jobdescriptions and use KPIs key
(21:40):
performance indicators.
What are these things that youshould be looking for every day,
every week, every month, andthat'll help you guide your
team's functions and whatthey're supposed to do?
The next thing, the nextprinciple, is you've got to
address and resolve conflictseffectively and quickly.
Don't let them fester.
(22:01):
So you've got to implement someconflict, what I would call
conflict resolutions, and youcan do that through a lot of
times, through meditating uponGod's word about having coaching
sessions, or maybe you know,make sure your business is
(22:22):
really, really, really groundedon biblical principles.
You know, matthew 18, 15through 17 says if your brother
sins against you, go and tellhim his fault between you and
him alone.
If he listens to you, you'vegained your brother.
But if he does not listen, takeone or two other people along
with you that every charge maybe established by the evidence
(22:46):
of two or three witnesses.
If he refuses to listen to them, tell it to the church.
And if he refuses to listeneven to the church, let him be
to you as a Gentile and a taxcollector.
Those are pretty strong words,pretty strong, very, very strong
words, and you know that Jesussaid this, you know.
(23:14):
So I think, as we look at thesethings and as we discuss them,
especially when we're talkingabout establishing
accountability, it's importantfor us to understand that we
also encourage some constructivefeedback too, and we should be
(23:34):
actively listening.
Jesus sent his disciples outtwo by two at one point.
Then they came back and then hedebriefed them upon their
return.
He debriefed them, he got allthe information from them and
some of them had a hard time,some of them not as bad, but
that's something that Jesus did.
(23:56):
He was very constructive in hisfeedback and he was a very good
and active listener.
The next thing that you need todo is you need to take prompt
actions when you resolvedisputes and you try to nip them
in the bud before they escalateand get a lot worse.
You know Luke 22 and verses 24through 26,.
(24:19):
It says a dispute also roseamong them as to which of them
was going to be regarded as thegreatest, and he said to them
the kings of the Gentilesexercise lordship over them and
those in authority over themthat are called benefactors, but
not so among you.
(24:41):
Rather, let the greatest amongyou become as the youngest and
the leader, as one who serves.
Now this passage really ispartly due because of jealousy.
They're jealous of that otherperson, maybe their role, maybe
their perks that they get, Idon't know.
But they're jealous of thatother person, maybe their role,
maybe their perks that they get,I don't know, but they're
(25:01):
jealous, and so you need to bevery careful with that.
The next thing, you need toprovide some training, have some
kind of training program.
Listen, you don't have to spendthousands of dollars or even
hundreds of dollars.
You can develop.
If you're a leader, you candevelop training and development
.
You know, 2 Timothy 3, 16through 17 says All scripture is
(25:26):
breathed out by God andprofitable for teaching, for
reproof, for correction and fortraining in righteousness that
the man of God may be complete,and for training in
righteousness that the man ofGod may be complete, thoroughly
equipped for every good work.
So you know, as we look at this, we see this developmental
(25:46):
angle.
What does the Scripture do?
What's good for teaching?
It's good for reproof, it'sgood for correction.
The Word of God is the besttraining manual that we could
ever have.
Uh, it offers, uh, all kinds ofinformation to us that can help
us in our struggles, uh, atwork, uh, and in our companies.
(26:07):
Um, another thing that you needto do is maybe offer some kind
of training, some basic skillstraining, offer some
professional developmentprograms that has maybe a
faith-based type of perspective.
Another thing that you can dois conduct workshops on
(26:31):
communication and teamwork andleadership that's inspired by
biblical teachings.
Another is to encouragementorship and knowledge sharing
.
You want to make sure that thatis part of your environment,
that that's part of your companyis, that you're sharing
(26:53):
information with each other, andyou know that will help you
tremendously to basicallyeliminate to actually eliminate
any kind of things like thatthat are going on.
All right, the next thing thatyou can do is enhance
performance management.
(27:14):
So you've got to look at someways, you've got to set some
measurable performance goals andhave a regular review process.
That way you can provide someconstructive feedback, but also
you can recognize them for theirachievements.
You know Jesus again is anexample of this His disciples at
(27:37):
one point they couldn't castthe demons out of a child.
And then he said why are youafraid?
What are you afraid of?
And he again holds them to astandard.
He holds them to a standard andyou know it's how you really
increase your faith and more.
You've got to have some way tosee where are you at right, and
(28:03):
that goes for your salvation too.
Where are you at today with thesalvation that God sent when he
sent his son Jesus?
You know what are you doingwith it.
Sent when he sent his son Jesus.
You know what are you doingwith it.
So you need to enhance somekind of performance management
where you can see if people aregrowing, if they're doing better
(28:24):
Again.
I think Jesus was a greatexample of that.
Next is foster adaptability andinnovation.
You know, jesus's ministry wasvery innovative.
Nobody at that time spoke likehe did, nobody really did the
things the way that he did andno one had a vision like he did.
Jesus was so different, and Iremember thinking when I was a
(28:49):
young child, when I read thisstory about how Jesus spit in
the mud or in the dirt and hemade mud with it and put it on a
blind man's eyes and told himto go wash in the pool of Siloam
and he'd be healed.
And that's exactly whathappened.
But see, that's innovative.
That was so innovative.
Nobody heard of doing anythinglike that back in the day.
But Jesus was very innovative,which is why he had so many
(29:11):
people that would follow him.
A good example is in 1Corinthians 9, verse 20 through
22.
It says To the Jews I became asa Jew in order to win Jews To
those under the law.
I became as one under the law,though not being myself under
the law, that I might win thosewho are under the law To those
(29:32):
outside of the law.
I became as one outside of thelaw, not being outside of the
law of God, but under the law Tothose outside of the law.
I became as one outside of thelaw, not being outside of the
law of God, but under the law ofChrist, that I might win those
outside the law To the weak.
I became weak that I might winthe weak.
I have become all things to allpeople that by all means I
might save some.
(29:59):
So again, it's this adaptability.
We have to be willing to beadaptable, to be adaptable and
to do that you've got toencourage creativity, you've got
to create an openness for newideas.
You need to adapt strategies tomeet the changing business
needs.
That'll help you to beinnovative, you know, and you
(30:23):
stay aligned with your Christianethics.
And you got to then empoweryour teams, empower your team
members to take initiative andto contribute and then celebrate
that.
Downplay the failures butcelebrate the successes of the
people when they do that.
That will help you to createthis culture within your
(30:43):
organization for people to notbe afraid to be innovative and
do things differently than hasever been done before.
So those are things that arereally, really, really important
.
You know, when you maintainthis positive team culture.
I think it's kind of like Jesus.
(31:05):
You know he maintained that InMark.
Chapter 12 is the story of thewidow.
She was very poor and she gaveeverything she had and Jesus
publicly praised her and praisedher act of generosity.
He highlighted the value ofgiving from the heart and not
(31:26):
just the amount.
You know the parable of theGood Samaritan, where Jesus
emphasizes the importance ofhelping those in need, even
strangers.
It demonstrated this positiveaction towards other people In
that passage there in Matthew 25, it says His master said to him
(31:46):
Well done, good and faithfulservant, you have been faithful
over a little.
I'll set you over much.
Enter into the joy of yourmaster.
So again, you've got to sustainimprovement.
You've got to recognize it too.
So Jesus' approach to positivereinforcement let me give this
to you quickly.
First of all, he recognizedpeople in public.
(32:09):
Jesus often publiclyacknowledged good deeds which
encouraged others to do the same.
He also focused on the heart.
Jesus emphasized the importanceof the motive behind the
actions Not just the actions,but the motive behind it.
So it wasn't just the outwardappearance of good deeds, but it
(32:31):
was the motive behind it.
He focused on the heart.
And the next thing he did hewas a personal example.
Jesus himself demonstratedpositive behaviors through his
own actions of compassion andforgiveness and services to
others.
So you need to recognize andregularly review and adapt to
(32:56):
these things that we've talkedabout today to make sure you can
keep at bay any kind ofdysfunction within your
organization.
So addressing team dysfunctionit requires a very proactive and
a very strategic approachthat's rooted in faith.
And when you identify theissues and you implement
(33:16):
effective leadership strategies,biblical strategies, and you
foster this positive workenvironment, I believe that as a
Christian business leader, youcan transform a dysfunctional
team into a cohesive,high-performing team, into a
(33:40):
cohesive, high-performing team,and by regularly monitoring and
being quick to adapt and ensurelong-term success.
I believe that yourorganization will grow, and
especially as you maintain yourbiblical principles as the
foundation of your leadershipand those that are leaders under
you.
Lord, I thank you right now forthose who have downloaded and
(34:01):
listened to this podcast and tothese principles.
Lord, let them be change agents.
Lord, let them recognizedysfunction quickly and then
help them to apply theseprinciples.
Lord, if any of them are in themiddle of a dysfunctional team,
lord, I pray that you let themapply your word and minister to
them as they deal directly withthis dysfunction.
(34:22):
Lord, lord, please bless them,lord, and help them to grow as a
leader and find your definedsuccess.
Lord for their life and Lord, Iask it in Jesus' name, amen.
Well, thank you again forlistening.
I'm so blessed and thankful.
You're a part of the CBC family.
Be sure to check outchristianbusinessconceptsorg
(34:46):
website for a lot of additionalinformation and resources.
Well, that's all the time wehave for this week, so until
next time.
Remember Jesus is Lord and hewants you blessed.
Speaker 1 (35:00):
Thank you for tuning into this week's Christian
Business Concepts podcast.
Go toChristianBusinessConceptscom for
more information and resources.
Be sure to check out otherpodcasts that will help you take
your business and your personallife to a whole new level of
success.
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