How To Fix Broken Teams

The article argues that even the most demoralized, under-performing teams can be turned around if a leader first admits the depth of the problem and commits to a decisive fix. The core move is a clear diagnosis that the team is in deep trouble and the appointment of a new manager who knows what good looks like and will not waver.

Broken teams share a handful of tell-tale symptoms: they own something critical, they have over-engineered complexity that blocks outsiders, they rely on constant heroics, they have been under-managed while receiving praise, they idolize a manager who shields the team from blame, and they lose strong hires quickly. Those patterns create a self-reinforcing loop of opacity and cynicism that makes any quick fix impossible.

The solution unfolds in stages. First, replace the current manager with either a junior high-aptitude leader willing to grind or a seasoned fixer who sees the team as a growth opportunity. The new leader must immediately impose simple, regular stand-ups and goal-setting, eliminate chaotic meetings, and build predictable hand-offs with other teams. They must also manage out entrenched negative culture carriers, get into the technical weeds to earn credibility, and bring in fresh hires who can ally with the new direction. Finally, the mission should be revisited, clarifying ownership, dropping dead weight, and aligning the team around a clear purpose.

Progress shows up quickly-process tweaks can surface results in weeks-but a full turnaround typically takes six to eighteen months, spanning one or two performance cycles. Leaders must stay vigilant after the fix, ready to halt new work and recruit aggressively if the team collapses, and always keep the core insight in mind: a broken critical team can be fixed, but only with relentless diagnosis, decisive leadership change, and systematic cultural and process overhaul.