“In gathering data from more than five hundred people about their experience on more than one thousand teams, I have found a consistent
reality: When there is a serious lack of clarity about what the team stands for and what their goals and roles are, people experience confusion, stress, and frustration. When there is a high level of clarity, on the other hand, people thrive.

When there is a lack of clarity, people waste time and energy on the trivial many. When they have sufficient levels of clarity, they are capable of greater breakthroughs and innovations—greater than people even
realize they ought to have—in those areas that are truly vital. In my work, I have noticed two common patterns that typically emerge when
teams lack clarity of purpose.

PATTERN 1: PLAYING POLITICS

In the first pattern, the team becomes overly focused on winning the attention of the manager. The problem is, when people don’t know what the end game is, they are unclear about how to win, and as a result they
make up their own game and their own rules as they vie for the manager’s favor. Instead of focusing their time and energies on making a
high level of contribution, they put all their effort into games like attempting to look better than their peers, demonstrating their self-importance, and echoing their manager’s every idea or sentiment. These kinds of activities are not only nonessential but damaging and
counterproductive.”