HBR On Leadership: Episode Summary – "3 Types of Executive Team Dysfunction"

Release Date: July 30, 2025

In this insightful episode of HBR On Leadership, host Kurt Nickish delves into the intricate dynamics of executive teams. Joined by Tomas Kyle, a Management Professor at the University of Zurich, and Mariana Zangrillo, a Partner at Next Advisors, the discussion centers around their extensive research on leadership team dysfunctions. Drawing from interviews with over 100 CEOs and senior executives, Kyle and Zangrillo identify three primary patterns of dysfunction within top-tier leadership teams: the Shark Tank, the Petting Zoo, and Mediocrity. This comprehensive summary explores each dysfunction, its implications, and strategies for CEOs to cultivate more effective leadership teams.

1. Overview of the Study

Kurt Nickish introduces the episode by highlighting the critical role of leadership teams in driving organizational success. He emphasizes common challenges such as drained morale and inflated costs due to dysfunctional interactions among senior leaders. Kyle and Zangrillo's research, spanning a decade, reveals that leadership teams often exhibit one of three main dysfunction patterns, each posing unique challenges to organizational performance.

2. Three Types of Executive Team Dysfunction

a. Shark Tank

Definition & Characteristics: The Shark Tank dysfunction is characterized by intense competition, frequent infighting, and political maneuvering among team members. While some level of competition can be healthy, excessive rivalry undermines cooperation and overall team cohesion.

Insights from the Experts: Tomas Kyle explains, “'When competition is taken to the extreme, problems basically start.'” (02:45). This environment shifts focus from organizational goals to individual agendas, eroding trust and collaboration.

CEO Intervention Strategies: To mitigate the Shark Tank dynamic, CEOs must establish clear boundaries for acceptable competition. Mariana Zangrillo advises, “'Set limits very clearly, define where competition is acceptable, and shut down when behaviors escalate into a political domain.'” (09:43). This may sometimes require letting go of high performers whose actions compromise the team's integrity for the sake of the organization's well-being.

b. Petting Zoo

Definition & Characteristics: The Petting Zoo dysfunction presents as an overly harmonious team that avoids conflict and lacks ambition. Executives often agree with each other without constructive criticism, leading to stagnation and a lack of innovative solutions.

Insights from the Experts: Tomas Kyle describes, “'When one executive speaks, everybody else nods. That is a clear sign the team is not doing their job.'” (09:56). This complacency hinders the team's ability to challenge ideas and strive for excellence.

CEO Intervention Strategies: To transform a Petting Zoo into a more dynamic team, Mariana Zangrillo suggests fostering an environment of trust and encouraging healthy debates. “'Define your purpose, shift meeting focuses to interpretation of purpose and principles, and push executives to contribute new perspectives.'” (13:31). Building trust is essential to ensure that debates are constructive and aimed at organizational improvement rather than personal disagreements.

c. Mediocrity

Definition & Characteristics: Mediocrity emerges when a leadership team is marked by complacency, lack of competence, and a focus on past achievements rather than future growth. This dysfunction often results from insufficient skills and outdated approaches that fail to meet current organizational demands.

Insights from the Experts: Tomas Kyle notes, “'Leaders in mediocre teams are ill-suited for their roles and not up to the task.'” (14:57). Such teams require substantial changes, frequently involving significant personnel shifts to enhance capability and performance.

CEO Intervention Strategies: Addressing mediocrity involves comprehensive team restructuring. Mariana Zangrillo emphasizes, “'Changing people is just the first step. You need to rebuild the team with the right mix of skills and clearly define roles and responsibilities.'” (16:39). This process may include redefining the team's purpose, aligning individual strengths with organizational goals, and ensuring diverse perspectives to drive innovation.

3. Prevalence and Awareness of Dysfunction

Kyle and Zangrillo reveal that dysfunctional leadership teams are more common than typically perceived. Mariana Zangrillo states, “'Surprisingly common... CEOs were not really aware of the dysfunctions in their team, thinking they had a well-working team.'” (03:18). This disconnect underscores the importance of external assessments and open communication channels within organizations to uncover underlying issues.

4. Assessing Team Effectiveness

To evaluate the health of a leadership team, CEOs should vigilantly monitor both overt and subtle signals of dysfunction. Mariana Zangrillo advises, “'Watch for telltale signals like shouting matches or lack of communication in meetings.'” (04:34). Observing interactions both during and outside of formal meetings can provide valuable insights into the team's dynamics and areas needing attention.

5. Addressing Dysfunction Across Different Types

a. Shark Tank Solutions Recap:

• Set Clear Boundaries: Define acceptable competition levels.
• Strong Leadership: Actively manage and regulate team behaviors.
• Potential Personnel Changes: Remove high performers who undermine team integrity.

b. Petting Zoo Solutions Recap:

• Foster Trust: Build an environment where healthy debates are encouraged.
• Shift Meeting Focus: Emphasize purpose and principles to stimulate discussion.
• Encourage Active Participation: Push executives to contribute diverse perspectives.

c. Mediocrity Solutions Recap:

• Rebuild the Team: Replace or restructure team members to enhance capability.
• Define Clear Roles: Align individual strengths with organizational needs.
• Promote Diversity and Innovation: Ensure a mix of skills and perspectives to drive progress.

6. Common CEO Pitfalls

Kyle and Zangrillo identify two primary stumbling blocks for CEOs attempting to rectify team dysfunctions:

1. Recognition of Issues: CEOs may struggle to identify dysfunctions due to masked interactions among team members.
2. Consistent Leadership: Even after recognizing issues, CEOs may fail to consistently model the behaviors required to implement change effectively.

Mariana Zangrillo emphasizes, “'How the CEO acts themselves as a leader is an important driver and often inconsistent behavior derails change.'” (17:45).

7. General Advice for Effective Leadership Teams

Concluding the discussion, Kyle and Zangrillo offer actionable strategies for CEOs to build and maintain high-performing leadership teams:

• Develop a Clear Vision and Purpose: Articulate a compelling vision that aligns with organizational goals.
• Ensure Alignment: Align team members' skills and behaviors with the vision.
• Define Responsibilities and Decision-Making Processes: Clarify roles, responsibilities, and how decisions are made.
• Establish Behavioral Norms: Set and uphold behavioral standards through coaching and role modeling.

Tomas Kyle summarizes, “'Establishing clarity in vision, alignment, responsibilities, and behavioral norms is crucial for high-performing teams.'” (19:01).

Additionally, Mariana Zangrillo challenges the notion that CEOs alone are responsible for team effectiveness, advocating for collective ownership of team dynamics. “'Teams can take charge of changing and engaging as a group in change. It's not only top-down.'” (20:39). This perspective encourages a collaborative approach to fostering a functional and dynamic leadership team.

8. Conclusion

In "3 Types of Executive Team Dysfunction," HBR On Leadership provides a deep dive into the common challenges that executive teams face. Through the expertise of Tomas Kyle and Mariana Zangrillo, listeners gain a nuanced understanding of the Shark Tank, Petting Zoo, and Mediocrity dysfunctions. The episode not only highlights the prevalence of these issues but also offers practical strategies for CEOs to diagnose and address dysfunctions effectively. By fostering clear communication, establishing trust, and aligning team dynamics with organizational goals, leaders can cultivate high-performing teams that drive sustained success.

Notable Quotes:

• Tomas Kyle (02:45): “When competition is taken to the extreme, problems basically start.”
• Mariana Zangrillo (09:43): “Set limits very clearly, define where competition is acceptable, and shut down when behaviors escalate into a political domain.”
• Tomas Kyle (09:56): “When one executive speaks, everybody else nods. That is a clear sign the team is not doing their job.”
• Mariana Zangrillo (13:31): “Define your purpose, shift meeting focuses to interpretation of purpose and principles, and push executives to contribute new perspectives.”
• Tomas Kyle (14:57): “Leaders in mediocre teams are ill-suited for their roles and not up to the task.”
• Mariana Zangrillo (16:39): “Changing people is just the first step. You need to rebuild the team with the right mix of skills and clearly define roles and responsibilities.”
• Mariana Zangrillo (17:45): “How the CEO acts themselves as a leader is an important driver and often inconsistent behavior derails change.”

This episode serves as a crucial resource for CEOs, senior executives, and anyone interested in understanding and improving the dynamics of leadership teams. By identifying common dysfunctions and providing actionable solutions, HBR On Leadership empowers leaders to foster more effective and harmonious executive teams.