In the world of teams, strategies are nothing without the right people to execute them. Weak teams, no matter how innovative their plan, will stumble. Conversely, even the most basic strategy can thrive in the hands of a strong, cohesive team. Yet, despite all the rhetoric around teamwork, true collaboration often remains elusive. In fact, less than half of all teams achieve their full potential. The common assumption is that teamwork is intuitive, but the truth is far more complex. Teamwork isn’t just about showing up and getting along; it’s about navigating challenges, addressing conflicts, and working toward a common goal with intention and trust.

At the heart of every high-performing team lies trust—the invisible glue that holds everything together. Without trust, even the most skilled individuals will struggle to function as a unit. Trust is the foundation upon which all effective teams are built, and its absence is the root of dysfunction. But how does one cultivate trust, and what happens when it’s missing? More importantly, how can we recognize the pitfalls that prevent teams from reaching their full potential?

The first and most fundamental issue facing teams is the absence of trust. Teams that lack trust operate in silos, with individuals holding back for fear of judgment or failure. This creates an environment where people are hesitant to be vulnerable, share ideas, or admit mistakes. Without vulnerability, true collaboration is impossible. Instead of working together, people spend their time protecting themselves, creating invisible barriers that prevent open communication and connection.

This absence of trust naturally leads to the second dysfunction: fear of conflict. Contrary to what many believe, conflict isn’t inherently bad. In fact, healthy, productive conflict is essential for growth and innovation. Teams that trust one another aren’t afraid to engage in difficult conversations. They understand that disagreements, when handled respectfully, lead to better outcomes. However, in teams where trust is lacking, conflict is avoided at all costs. This fear of conflict stifles creativity and leads to a culture of artificial harmony, where people agree on the surface but harbor unresolved tensions beneath.

When teams are afraid of conflict, the next dysfunction—lack of commitment—quickly follows. Without honest debate and discussion, decisions are often half-hearted. People nod along in meetings, but there’s no real buy-in. This lack of commitment shows up in how tasks are approached: with minimal effort, little urgency, and no personal investment. Teams that don’t fully commit to decisions are less likely to follow through, and when things get tough, their lack of dedication becomes painfully obvious.

Closely tied to commitment is avoidance of accountability. High-performing teams understand that accountability is a collective responsibility. When someone falls short, it’s not about blame—it’s about helping one another improve. Yet, in teams that avoid accountability, members hesitate to call each other out. This lack of accountability leads to missed deadlines, subpar performance, and a general sense that mediocrity is acceptable. Without accountability, there’s no pressure to improve, and teams stagnate.

And when teams avoid accountability, they inevitably become distracted by individual priorities, leading to the next dysfunction: inattention to results. In teams that lack a shared sense of responsibility, individual goals take precedence over the collective success of the group. Instead of working toward a common goal, people focus on their personal achievements, whether it’s a promotion, recognition, or something else entirely. This shift in focus derails the team’s ability to achieve meaningful, long-term success.

Beyond these well-known dysfunctions lies another issue that can silently undermine a team’s success: fear of losing control. Leaders, particularly those who are used to being the decision-makers, can struggle to delegate effectively. The fear of losing control often manifests as micromanagement, stifling creativity, and disempowering team members. When leaders fail to trust their teams with responsibility, they prevent individuals from taking ownership of their roles and contributing in a meaningful way. High-performing teams, however, thrive on autonomy. Leaders who know when to step back and empower their teams foster environments where creativity, innovation, and initiative can flourish.

Finally, one of the most overlooked but critical dysfunctions is failure to meet people where they are. Teams are made up of individuals with unique strengths, challenges, motivations, and aspirations. A one-size-fits-all approach to leadership doesn’t work. Effective leaders recognize this and take the time to understand what each team member needs to succeed. This doesn’t mean lowering standards or expectations—it means providing support, guidance, and feedback that resonates with each person. Teams that feel understood and supported as individuals are more engaged, more productive, and more resilient.

Let’s break these seven key dysfunctions down into their simplest terms:

• Absence of Trust: Teams that lack trust work in isolation, holding back valuable contributions.
• Fear of Conflict: Without healthy debates, growth stalls, and unresolved tensions simmer beneath the surface.
• Lack of Commitment: Decisions are made without real buy-in, leading to half-hearted efforts.
• Avoidance of Accountability: Accountability is avoided, resulting in missed opportunities for improvement.
• Inattention to Results: Individual goals take precedence over the team’s collective success.
• Fear of Losing Control: Leaders who fear delegation limit creativity and disempower their teams.
• Failure to Meet People Where They Are: Teams struggle when a one-size-fits-all approach ignores individual needs.

When teams operate without trust, everything becomes harder. Communication breaks down, conflicts are avoided, decisions are half-hearted, and accountability disappears. The end result is a group of individuals working toward separate goals, rather than a cohesive unit moving in the same direction. But the path to a high-performing team is clear, even if it’s not easy. Trust must be the foundation. With trust comes the ability to engage in healthy conflict, make strong commitments, hold each other accountable, and focus on collective results.

The journey to building a great team isn’t about avoiding dysfunctions; it’s about recognizing and addressing them head-on. It’s about fostering an environment where trust is built, differences are embraced, accountability is shared, and success is a team effort. Leadership, at its best, is about creating spaces where people feel empowered to do their best work—where they aren’t afraid to fail, where they know their voices matter, and where they can trust that their contributions are valued.

Building a strong team is both an art and a science, and it begins and ends with trust.