23 May Team Casualties – How Yesterday’s Winners Become Tomorrow’s Casualties
I recently had a conversation with a colleague over coffee. We were reflecting on her team – a high-performing team that had everything going for it. Deadlines were met, clients were satisfied, and relationships within the team seemed harmonious. But despite these markers of success, something had shifted, the team had lost its spark. There were no innovative ideas being brought forward, team members were coasting on past wins, and meetings felt more like going through the motions than meaningful collaboration. This got us talking about how complacency creeps into teams when we least expect it, and more importantly, what can a team leader do when they sense it happening? You might even hear phrases like “if it’s not broken, why fix it?” and often that’s the quiet creep of complacency.
What does complacency look like in teams?
Complacency isn’t always loud or obvious, it’s more like a slow leak in a tyre that doesn’t stop the car immediately but compromises the ride. You might notice your team responding to new client requests with “we’ve always done it this way,” or see the same three people dominating every brainstorming session while others scroll through their phones. Perhaps your weekly team meetings have devolved into status updates where nobody asks follow-up questions, or you find yourself repeatedly extending deadlines because “the client will understand.” Maybe innovative competitors are gaining ground, but your team dismisses them as “just a trend” or training budgets go unused because “we already know what we need to know.”
The danger signs aren’t dramatic failures, they’re the subtle erosion of curiosity, the quiet acceptance of mediocrity, and the growing comfort with predictability over progress. What makes complacency so tricky is that teams can still appear functional on the surface, hitting basic targets and maintaining relationships, which masks the slow decline in their competitive edge and growth potential.
Complacency arises when teams become too comfortable with the status quo, often due to a desire for harmony or reliance on past success. While psychological safety is important, without accountability and challenge, it can lead to complacency. Teams with high cohesion but little constructive conflict risk poor decision-making and blind spots. In a fast-changing business environment marked by disruption, complacency is especially risky, it dulls adaptability and innovation when they are most needed.
What’s the team leader’s role?
A team leader isn’t responsible for doing all the work to shake off complacency, but they are pivotal in setting the tone for what’s tolerated, celebrated, and expected. Here are three micro actions team leaders might take to respond to complacency:
1. Model curiosity
Curiosity is contagious. When leaders ask questions, challenge their own assumptions, and show a willingness to explore the unfamiliar, they signal that learning matters more than being right. This doesn’t require all the answers, it requires the courage to stay inquisitive and invite exploration. Curiosity disrupts inertia and opens the door to new possibilities.
2. Create constructive discomfort
Comfort is often the breeding ground for complacency. One of the most powerful things a team leader can do is introduce thoughtful, purposeful challenge. Whether it’s rotating roles, experimenting with new processes, or asking the team to relook at their success metrics, keeping things interesting and dynamic builds capacity and stamina. This isn’t about creating chaos, but rather a healthy level of tension that fosters growth.
3. Reignite team purpose
When teams lose sight of their “why,” complacency creeps in. Purpose provides direction and energy, especially during times of uncertainty. A team leader can facilitate conversations that reconnect the team to the bigger picture, asking “Who are we here to serve? What impact are we meant to make? “
One of our team development programmes, Purposeful Teams™ creates a conducive space for these very conversations. It helps a team to step back and answer foundational questions about their purpose, value, values, and ways of working – aligning their energy with organisational intent and reigniting their shared purpose.
Complacency isn’t a sign of failure. It’s a natural resting point that many teams reach. The challenge is not to stay there. Leaders who model curiosity, keep things fresh through healthy discomfort, and help teams rediscover their shared purpose can reignite performance in meaningful ways.
Is your team at risk of becoming tomorrow’s casualties or readying itself for what’s next? Let’s talk if you’re ready to shift gears. Visit our website or connect with us on LinkedIn, we’d love to help your teams rediscover their edge in a healthy way!