Communication is often thought of as the simple exchange of words, but when we peel back the layers, it’s clear that it’s one of the most nuanced aspects of team dynamics—and assumptions are often its sneaky saboteur.
Assumptions in teams can build up like unswept dust under the dresser. Someone assumes that their colleague knows a deadline, understands a goal, or has the same sense of urgency, only to find out—usually too late—that the message wasn’t received as intended. Assumptions aren’t just misunderstandings; they’re shortcuts that miss the mark, often stirring frustration and even conflict.
Why Do We Assume?
Assumptions often come from a place of good intent; they’re a natural by-product of working quickly and assuming we’re all on the same page. However, in practice, they can be surprisingly harmful. When we assume without confirming, we may project our own strengths, our filters on the world, habits, or priorities onto others, expecting them to interpret information and act similarly. For instance, a highly organised team member with strong Achiever talents might assume that everyone is as meticulous about deadlines. But this Achiever may end up feeling unsupported, or even resentful, when they realise not everyone prioritises tasks the same way. Sound familiar?
Communication: Checking Assumptions at the Door
The key to avoiding the trap of assumptions is clear, frequent, and open communication. This is where understanding each other’s strengths comes into play. When team members know each other’s strengths, they can communicate with a shared understanding of who brings what to the table. For example, if someone has high Adaptability, they may thrive in spontaneous situations, while someone strong in Deliberative will be more thoughtful and thorough, preferring to analyse before they act.
Being aware of these tendencies helps teams avoid the frustration that can come from clashing work styles and instead foster a culture of mutual respect and collaboration. Effective communication also calls for asking the right questions—not just assuming. Try a few like:
“How would you prefer we approach this deadline?”
“What information or support would help you tackle this task?”
Playing to Strengths, Not Pitting Them Against Each Other
Using a strengths-based approach is a game-changer in minimising assumptions. When each team member plays to their strengths, it can create a more efficient and harmonious environment. Picture it: the Analytical thinker digs into the data, the Communication or Input enthusiast shares the findings, and the Strategic team member identifies the path forward. Instead of assuming everyone will figure it out alone, the team naturally leverages each other’s strengths, creating a stronger, more connected unit. By using the common language discovered through the team workshop or from your CliftonStrengths reports helps bring some clarity to what you bring to the team and need from others.
Embracing Assumptions as Growth Opportunities
Lastly, mistakes will happen—we’re human! When assumptions lead to misunderstandings, use them as learning moments. Strengths-based teams are encouraged to reflect, recalibrate, and move forward. A constructive debrief, like using tools such as “Picture This” for visual reflection, can help team members visually articulate their experiences and emotions, building empathy and connection. This approach fosters open conversations, enabling teams to pivot and improve the ways they communicate.
In a strengths-based team, communication isn’t just about talking; it’s about understanding and respecting differences; remember one of the guiding principles: ‘Differences are an advantage”. When we stop assuming and start ask and confirming, we break down barriers, reduce conflicts, and create a team where each member’s unique strengths are not only recognised but celebrated.
