3 Strategies To Solve Your Data Team's Ego Problem
Clarifying a major source of grief within teams
My poker face sucks.
I display my emotions on my face. If I smell something rotten, my nose will wrinkle excessively. If I am thinking, I will tilt my head to the sky with one eyebrow up. If I am confused, my eyebrows will come to the front and furrow together.
That last expression comes often to my face when I see data teams that are not working together. A confusing thought indeed. This confusing and often bizarre sight can have multiple reasons, but one of the most common issues is the presence of egos.
First, I will define what an ego is and how it typically manifests. Then, I will provide strategies for still moving projects forward while dealing with ego issues.
What is an Ego?
Before we move on, I first want to define what an ego is. I know my limitations and psychology is definitely one, so bear with me. When I refer to ego, I typically define ego as a person's sense of self-esteem, self-worth, or self-importance, often used to describe someone who has an inflated sense of their own abilities or accomplishments or ensures that they continue to have accomplishments to talk about.
From that definition, it sounds like (and I believe this to be true) that having an ego by itself is not bad. I mean, we should all have self-esteem. Otherwise, who are we? However, when ego becomes excessive and one forgets about people, that is the moment I am referring to as an excessive ego. And that point is what I refer to as “ego” in this article.
Expression of Excessive Ego
There are two ways that this type of ego can play out — Individual Contributors (ICs) and leaders.
When an IC's ego is excessive, they may start highlighting the failures of others or neglecting them altogether. One of the most common ways to do this is by pointing out other people's flaws. This behavior demonstrates a lack of empathy and an inability to see oneself as part of a larger team. It also creates a negative atmosphere that can lead to decreased productivity and morale. Another way that ICs can be absorbed in their egos is to neglect other people altogether. This behavior can manifest as failing to communicate important information, not providing support when needed, or simply refusing to acknowledge the contributions of others. In addition to damaging relationships and team dynamics, this behavior can also result in missed opportunities and decreased overall success within a team. Regardless of the way the IC’s ego is displayed, it is important that the focus is merely on the individual and not on the team as a whole.
Meanwhile, a leader’s ego varies in how it is displayed. One common way is through micromanaging, where a leader wants to be involved in every aspect of a project and continually checks in on progress. This can be detrimental to the team, as it can create a sense of mistrust and hinder productivity. Another type of leader focuses on the next big thing, such as implementing the latest tools or technology, in order to impress superiors. While this can be beneficial in some cases, it can also lead to a lack of focus on the current task at hand and hinder the team's ability to meet deadlines.
You might have guessed that either way, these manifestations of ego are not beneficial within a team. Instead, we need to figure out ways to maneuver around them.
Strategize Around the Ego
In a data team, communication is essential especially since data teams have to be multidisciplinary. As a multi-disciplinary team, it is required to have great communication across all parts of the data team and organization. To work effectively with everyone on the team, I have seen a few ways to navigate these egos.
One possible approach is to focus on the goals of the team and the project. By emphasizing the importance of the work and the shared objectives, it may be possible to get everyone on board and working towards a common goal. Additionally, it can be helpful to acknowledge the contributions of each team member, including those with strong egos. By recognizing their efforts and expertise, we can help to build a sense of mutual respect and collaboration.
Another strategy is to create a culture of open communication and feedback. By encouraging everyone to share their ideas and perspectives, we can ensure that everyone has a voice and is able to contribute to the team's success. This can also help to reduce the power dynamics that can arise when egos are involved, as everyone's input is valued and respected.
The last strategy I want to discuss is playing into their ego. This can be a tricky strategy to employ, but it can be effective in certain situations. Essentially, the idea is to make the person feel good about themselves and their ideas, while also steering them toward the overall goal of the business. This can involve offering praise for their ideas, as well as acknowledging their contributions to the project.
Depending on the situation, you should use a different strategy. This might involve focusing on shared goals, acknowledging contributions, or creating a culture of open communication. By doing so, you can build a strong and successful data team.
Final Thoughts
In a data team, excessive egos can hinder productivity and damage relationships. Individual contributors may neglect others or point out their flaws, while leaders may micromanage or focus on the next big thing. Approaches to navigating egos include focusing on shared goals, acknowledging contributions, and creating a culture of open communication and feedback.