Lead teams past negativity: 7 effective techniques for leaders

By Kevin Eikenberry

Team negativity poses a real problem—it doesn’t just make working less enjoyable, it also has real impacts on culture, productivity and team success. There will always be negative comments made, frustration when things don’t go as planned and issues between team members. Consider those like seeds that can plant negativity. Here are seven things you can do to keep negative moments from growing into a serious team negativity problem.

These tips start at the team level and branch out to interpersonal interactions. While you might think of these as leadership responsibilities, with a minor shift in context, all apply to other relationships and interactions, too.

Focus on behavior

Notice this article isn’t about a person. Often I get asked, “How do I deal with a negative person?” It’s the wrong question. The right question is, “How do I help people adjust their behavior?” Repeat after me: It isn’t the attitude; it is the behavior.

When we focus on the behaviors that are getting in the way of team (and individual) success, we have a better chance of successfully moving towards more positive behaviors.

Set expectations

If you want a more positive workplace, start by making that a stated goal. The concern with this approach is that people may feel they can’t share anything negative. Setting positive expectations shouldn’t serve to suppress or deny challenges, problems and negative comments. Instead, frame it as a recognition that things can be tough, but we can work through them rather than focusing on them.

Remain available

Nipping team negativity in the bud doesn’t mean denying a problem, but rather handling and managing it before the issue grows out of control. People need to feel they can share their issues and concerns early—and have the chance to do so. This applies to leaders and making sure we are seen as available. An “open-door policy” is a challenge when people work virtually and can’t see the literal door, but it applies to peers as well. Make time for people and interactions. It is in those moments that the seeds of negativity can be heard and weeded out.

Listen first

Once someone is sharing their concerns and issues, let them be heard. Allow people to vent. You might not agree with their perspective, or you may want to give advice or counsel, but don’t give in to that urge.

When we stop and closely listen, we will learn more about their perspective and they will feel heard (which helps counteract the negativity in itself). More than that, when we can talk out our frustrations, it may reduce our negativity and put the situation in a better light.

Don’t solve or respond at first, just listen.

Observe behavior

People won’t always come to you with their challenges and issues, that’s why we must remain observant. What are you reading between the lines? What has changed in the way people respond or interact? If you sense the possibility of frustration, anxiety or other seeds of team negativity, be aware, be curious and …

Ask often

Check in with people and ask them how they are doing. Don’t assume there are problems, but acknowledge what you have observed. Then see if people want to talk about it or vent. Asking is a way of becoming available and giving yourself the opportunity to listen.

Focus on accountability

Venting or sharing is fine. Repeating those grievances or shifting to blame others is not. When the shift to blame happens, team negativity may begin to grow beyond the original source. After hearing what people have shared, it is time to redirect them and their thinking. Continued griping or complaining will not fix things (and will likely make things worse and spread the negativity contagion). Shift that perspective by acknowledging the problem or issue and asking accountability questions like:

• What can we learn from the actions that got us to this situation?
• What could you/we do to change it now?
• Who else could you/we talk to who might help us change it?
• How can you/we modify our expectations to adjust to this reality?
• What could you/we do differently next time?

Questions like these shift us from wallowing in negativity and prompt us to take ownership by acting to improve things. Not everyone will immediately see and take the opportunity to act, but if we consistently listen carefully and redirect beyond the issues, we will be nipping negativity in the bud—and improving the overall attitude of the team.