Teams and Individuals

Our graduates receive a regular newsletter. Within each newsletter there is an article on leadership that we discuss and share our knowledge.

In our last newsletter we talked about teams and leadership.

I started the ball rolling with “What gender do you imagine when you think about a particular job/career/role?”. I distinctly remember this activity in the early 2000's. It was a fun and revealing thing to do.


  • What do you see when I say police, doctor, teacher, farmer?
  • What gender do you see?

It surfaced our (my) biases.

In our recent newsletter I explored this as a starting point for my discussion about teams and leadership. Why? Because it is interesting.

But this time I asked our graduates:

  • What do you see when you hear the words; leader, leadership, team leader?
  • What do you see?
  • Do you see different genders?

Why is this important to consider? 

And why has it occupied my thinking about teams and leadership these last couple of weeks?

I think it is important to consider because of the limiting nature of our personal biases.

If we see in our minds a particular image when teams and leadership are mentioned this will limit who we look for. And then we potentially do not see the people who are doing it differently from our norms.

By limiting ourselves we are missing opportunities. And in a rapidly changing world it is important to grab the right opportunities. Well I think so! I figure you do also.

When Affectus works with people, whether facilitating a small working team or a large organisation, the work we do is always about the individual.

It may be about a group changing their direction. But it is the individuals that has to make the change.

Limiting biases 

Therefore, if we are considering limiting biases then to start with ourselves (understanding me) is essential.

Do you know your limiting biases when you consider teams and leadership?

Are you part of a team stretching the boundaries? Have you had a fresh look at your team? Are you looking for newness? Do you know how to do this in your busy life?

Look-up. Wipe off the biases that will be limiting your view. See some difference.


OK so that all sounds a bit vague. Perhaps you need me to be a bit more specific.

These are the scenarios I see…over and over again. I'm guessing you will have seen them also.

Scenario 1 - Established team 
  • Know one another well
  •  Adhere to held biases
  • Very busy
  • Team gets a new task/job/project
  • Everyone does the same roll
  • A good outcome and deliver
Scenario 2 - Established team
  • Know one another well
  • Understand their biases may be limiting them
  • Very busy
  • Team gets a new task/job/project
  • Team decide to move the responsibilities around and see what happens
  • A little bit of chaos happens
  • No-one dies
  • Job gets done
  • Good outcomes 
  • Individuals discover new things about the team and may rethink some biases
Scenario 3 - Established team
  • Know each other very well
  • Openly question norms and biases regularly
  • Very busy
  • Team gets a new task/job/project
  • Most/all roles and responsibilities are available to anyone
  • Chaos occurs regularly and the team know how to operate on the edge of chaose
  • No-one dies
  • Job gets done
  • Good outcomes and new things are discovered about the team 
  • A good post-project review happens and further team development occurs
Scenario 4 - New team
  • Don't know one another much
  • Assumptions are made on general biases held
  • Team gets a task/job/project
  • No-one has a confirmed/held job
  • Chaos occurs and people are uneasy
  • No-one dies
  • Job gets done
  • Huge knowledge is built around the team
  • A good post-project review happens
  • Confirmation of biases are exposed
  • Further team development occurs

Which scenario is most familiar to you?

Affectus sees all the scenarios. But we experience Scenario 3 and 4 all the time.

And we see the richness that is created and the depth of understanding that is built. ​

New and amazing ideas are developed and presented to stakeholders.

Yes, occasionally we see stuff being flung off the fan (s**t). However, when we examine what is and has gone on in Scenario 3 and 4, mostly we witness each person focus on a leadership space that they can move into. And they do!

I don’t know about you but that is what I want when I work in a team. A team that comes together and sees the mental image that prevents people from stepping into their leadership space.

Have a look at our other blogs. The most relevant will be A Reflection Process  and Chaos and Leadership

PURE Breakthrough

Are you interested in further developing your leadership space?

Affectus is heading to Sydney in November to spend two days giving people the insights you need to step into the leadership spaces that you see.

Find out more and register your expression of interest.