by Peter A. Arthur-Smith, Leadership Solutions, Inc.®

“The kind of mole that was coined in John Le Carré’s novel, ‘Tinker. Tailor, Soldier, Spy,’ where a particular individual appeared to be a team member but was really acting for the other side.”

    Using this definition is an overstatement for the intent of this article, but serves as a useful metaphor. It aims to shine a torch on those team members, especially more senior ones, who give the appearance of being on the bus, but their actions and words, unintentional or otherwise, sometimes appear to the contrary. They undermine teamwork. Example: Senior people who side with their boss in one-on-one meetings, but then use opportunities to show subtle dissent when working with colleagues or participating in team meetings.

Again, such behavior might be unintentional. It may be intended to enrich the discussion among their colleagues, but it can also signal a lack of empathy for their leader’s position. Colleagues notice the disconnect and either feel emboldened to join the dissenter’s bandwagon or pull back, as they feel the meeting is going in the wrong direction.

Similar ripples, either way, can be caused with group emails, written communications or at presentations.

Somewhat more extreme behavior can be observed with the “sniper”: particularly senior people who more pointedly try to pick-off their own leader with contrarian suggestions, second-guessing remarks, and unhelpful observations. These can be particularly tough for key leaders to live with. Again, such actors either pull colleagues toward their corner or help create rifts within their team. Maybe they have an agenda to supersede their leader?

Trouble is, these behaviors inspire similar behaviors among other team members and so eventually cascade throughout your entire organization. Ultimately they contribute toward a dysfunctional enterprise.  How should such team characters be handled? Handling such individuals, especially the more senior ones, can be the difference between you being seen as an average rather than enlightened executive-leader. Options for dealing with moles or snipers include:

» Justification– A good starting point is some objective soul searching by the leader being targeted. Is there reasonable justification for this sniping or mole like behavior? Am I not up to par in some leadership areas which induce frustration or potential dissonance? Am I too controlling of my senior team members, consequently causing dependence which in turn causes resentment? Do I need to encourage greater openness with my team members? Should any of these be the case, or other issues, then you will probably need to do some serious reading or find objective leadership coaching or mentoring.

»Constructively Challenge – The more the prior mentioned leaders constructively challenge moles or snipers within their teams the better. Where it occurs in team meetings, leaders have at least two options:

 1) Where the behavior appears more blatant within a meeting, call for a time-out. Quietly take the offender outside, beyond earshot, and bring the matter to that person’s attention. Allow them an opportunity to explain their behavior. Then quietly share your own feelings toward such behavior. If need be, request an apology.

If the offender is somewhat apologetic, return to the meeting with the mutual expectation that it won’t happen again. Apologies often come where the leader shares with an offender redeeming qualities that (s)he has noticed about that offender: that is, deserved compliments puts the offender’s ego back in place. If the offender displays discomfort or hostility over the incident, then consider postponing resumption of the meeting for another time. Arrange instead to meet with that offender the following day, after some cooling-off time.

2) Where the behavior is less disruptive, make a note of it. Pull the individual concerned aside as soon as possible after the meeting to share your observations as accurately as possible. Allow the person an opportunity to explain their position and feelings, and then share your own. Share the behavior you would prefer, as well as areas you appreciate about them. {NOTE: Where the behavior persists, you should have a serious dialog with the offender about their continued membership of the team.}

Where the behavior occurs with emails, written communication or part of group presentations, offenders should be constructively challenged at the earliest opportunity.

»Special Training – In some instances, executives or key influencers may need special education to increase their own awareness on how to express or position themselves for more positive dynamics within their organization. This includes how to participate in healthy debate without being disruptive. Such education could also include exposure to emotional intelligence (EI) coaching, to increase their empathy level toward others. Occasionally key executives are unaware of how they’re perceived by others. Mentoring should also enable them to understand the differences between positive and negative politics.

  Negative political activity builds invisible or Chinese Walls at all levels, thus slowing a venture down. Sometimes snipers or moles want to slow things down because they prefer the status quo, or they wish to hide their own limitations. Positive political activity, on the other hand, encourages good will, momentum and teamwork within a constructively challenging environment. It demolishes invisible walls.

Ultimately, a venture’s growth and morale is fostered by positive teamwork. Some key leaders are apt to turn a blind eye to moles or snipers. However, they do this at their own and everyone else’s peril. They unknowingly allow a disruptive cancer to upend the common good.

Why don’t you take some time out every week over the next 2-3 months and review where you’ve done well fostering teamwork and where you could do better? You’ll be amazed how things improve even more my focusing on this issue for a while.

To deal with moles or snipers, why not talk with: