Strengthening The Team Begins with You
- SZH Consulting
- 5 days ago
- 6 min read
by Neal Eisenstein
These days, I spend much of my time working with senior teams navigating uncertainty, growth pressure, lack of alignment, and constant change. No matter the industry, personalities at the table, or presenting challenges, the same question eventually surfaces:
"What can I do to strengthen my team, raise performance, and improve collaboration?"
My response is usually simple:
Start with yourself.
That may sound counterintuitive. Many leaders assume the solution lies in fixing underperformance, hiring stronger talent, or tightening accountability. Those things matter. But in my experience, the fastest path to improving a team often begins with examining the habits of the person leading it.
Because whether leaders realize it or not, they shape the culture, pace, standards, and emotional tone of the team every day.
Why This Matters Now
Many organizations are asking more of managers than ever before.
Lead through change
Retain talent
Drive results
Build culture
So, they do what many smart people do under pressure:
They rely on instinct
They overuse old strengths
They stay too close to the weeds
A Personal Story
When I started working with the CEO of a successful organization with strong revenues and an entrenched operational culture, the leader had been unable to move the team to address long-overdue technology and operational innovation needed to compete effectively with stronger players threatening its core market.
He complained, "My team just isn't stepping up."
After exploring the underlying patterns and reflecting more deeply on assumptions he believed to be true, he realized he was rewriting their work, solving their problems before they could, and answering every question within minutes.
He didn't have a weak team. He had built one that depended on him.
Seductive Ways of Working
I've worked with scores of leaders who get themselves into trouble because of their inability to proactively adopt more productive ways of managing and leading teams. The inability to extricate oneself from the day-to-day prevents leaders from operating more strategically.
This way of working often detracts from the larger role senior leaders are expected to play, which is leading and driving change across the organization, not just managing direct reports.
As a seasoned executive coach for over 20 years, and a former leader of multiple teams for many years prior (back when I had a great head of hair), here are a few hard lessons I’ve learned that are worth exploring, and how, at times, we allow ourselves to become consumed by the day-to-day.
Five Habits That Quietly Weaken Teams
1. Overusing Your Strengths
Strengths become liabilities when overused.
The analytical leader may prioritize precision over speed
The driven leader may create results while diminishing trust
The supportive leader may preserve harmony while avoiding accountability
Question: Where might your strengths be overcompensating?
One of the most effective leadership practices is regularly asking trusted colleagues or team members for honest feedback about how your leadership style impacts others. Leaders who intentionally balance their strengths with adaptability tend to build healthier, higher-performing teams.
Try conducting a quarterly self-reflection exercise or leadership feedback conversation focused on one question: What should I do more of, less of, or differently to better support the team? Even small adjustments can create significant cultural shifts over time.
2. Doing Parts of the Team's Job
This is one of the most common traps I see.
A leader steps in because:
“It’ll only take me ten minutes.”
“I know how to do it better.”
“We don’t have the time.”
“I’m helping so they can get other things done.”
Sometimes that’s true. But repeated often enough, it creates dependence, limits growth, and keeps leaders buried in work someone else should own.
Every time a leader consistently rescues, fixes, or takes over, they unintentionally teach the team to rely upward instead of thinking independently. Delegation is not about offloading work. It is about building confidence, capability, and accountability in others.
Instead of immediately solving problems for your team, pause and ask coaching-oriented questions such as:
“What options have you considered?”
“What do you recommend?”
“What support do you need from me?”
3. Giving Feedback Once Then Letting It Die
Many leaders provide feedback but fail to follow through. Why?
They dislike discomfort
They fear demotivating people
They get distracted
They assume one conversation was enough
But accountability rarely happens in a single conversation. Growth is typically uncomfortable and usually requires:
Follow-up
Reinforcement
Patience
Courage
Feedback without follow-through creates confusion. Teams pay close attention to what leaders consistently reinforce, revisit, and prioritize. Sustainable behavioral change typically comes through repetition, clarity, and accountability over time.
High-performing leaders often normalize feedback by making it part of regular conversations instead of reserving it only for performance issues. A brief check-in two weeks after a developmental conversation can significantly improve accountability and trust.
4. Avoiding Structured One-on-Ones
Some leaders resist regular check-ins because they think they are inefficient.
“I talk to them throughout the week.”
“We’re already in two or three meetings together.”
“They know where to find me when they need me.”
But random access is not effective management or leadership.
5. Waiting Too Long to Address What Needs Attention
A missed standard
A strained relationship
A pattern everyone sees but no one names
Leaders often tell themselves:
“Let me think about it.”
“Maybe it will resolve itself.”
“I need more data.”
“Now isn’t the right time.”
Sometimes that’s wisdom.
Often, it’s avoidance dressed up as strategy.
Delaying difficult conversations rarely eliminates the issue. More often, it increases frustration, uncertainty, and organizational tension. Strong leaders learn how to address issues directly while maintaining empathy and respect.
The Real Work of Leadership
It is to build capability in others.
That means noticing where your own habits may be creating friction, dependency, confusion, or hesitation, and choosing to lead differently.
A Better Starting Question
Instead of asking, "What's wrong with my team?"
Try asking:
How might my leadership habits be shaping the team I have?
This question can change everything.
Final Thoughts
Managing others is hard work and full of emotions that can limit our ability to initiate new and uncomfortable behaviors, both in ourselves and in support of others. Managers are wired not only to rely on their teams, but also to protect them from frustration, demotivation, or delays in getting things done.
So, what do you do with all of this?
Like most things, keep it simple and start with a plan. If you want a stronger team, begin with the one person you control most:
You.
The organizations that build resilient, high-performing teams are often the ones whose leaders are willing to examine not only what their teams need, but also how their own leadership practices shape culture, accountability, and performance every day.
At SZH Consulting, we partner with leaders and organizations to strengthen leadership capability, improve team effectiveness, and navigate complex organizational challenges with greater clarity and confidence.
Whether you are leading through growth, transformation, integration, or cultural change, meaningful progress begins with the right conversations and the right support.
If your organization is looking to strengthen leadership effectiveness, elevate team performance, or create a more aligned and accountable culture, we welcome the opportunity to connect. To learn more about how SZH Consulting supports leaders and organizations through transformation and growth, please contact us at admin@szhconsulting.com or visit our website.
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