When Morgan, a team leader at a digital marketing agency, walked into the office one Wednesday morning, they could feel the tension in the air. There had been murmurs of discontent for weeks, but today it seemed more palpable than ever. Some team members were noticeably quiet, others were curt in their responses, and the usual camaraderie was missing. Something was clearly wrong, and Morgan knew they needed to act before things got worse.
Recognizing the Signs of Resentment
Morgan had noticed small signs over the past few weeks: a snappy comment during a meeting, less engagement in brainstorming sessions, and more complaints about trivial issues. But today, it felt like resentment was simmering just below the surface. One of the team members, Riley, usually the one to kick off discussions, was unusually silent, staring blankly at their screen. Meanwhile, Jordan, another team member, seemed on edge, quickly snapping at a colleague over a minor misunderstanding.
Morgan realized they couldn’t assume that these issues would resolve on their own. Resentment, if left unchecked, could damage the team’s morale and productivity. It was time to face the issue head-on.
Staying Close to the Team
Morgan decided the first step was to get closer to the team. They started spending more time on the floor, casually joining conversations, and observing interactions. They listened carefully to what people were saying—and what they weren’t. Morgan also made it a point to have more one-on-one check-ins, asking open-ended questions like, “How are things going for you?” or “Is there anything on your mind?” Slowly, they began to see patterns in the feedback: frustration over unaddressed workload issues, feelings of being undervalued, and concerns that their voices weren’t being heard.
Saying Something When Something is Off
During one of the check-ins, Morgan noticed Jamie, a usually upbeat and enthusiastic team member, seemed particularly withdrawn. Sensing that something was off, Morgan decided to address it directly but gently. “Hey Jamie, I’ve noticed you’ve been a bit quiet lately. Is there something on your mind?”
Jamie hesitated at first but then opened up. “I just feel like no matter how much we bring up certain concerns in meetings, nothing ever changes. It’s like our feedback isn’t really valued, and it’s starting to get frustrating.”
Morgan knew this was a crucial moment. Ignoring Jamie’s concerns would only make the situation worse. Instead, they validated Jamie’s feelings, saying, “I’m really sorry to hear you feel that way. I want you to know that your feedback is important, and I’m committed to making sure it’s heard and acted upon.”
Embracing Tough Feedback
As the days went by, Morgan invited the team to a feedback session. They made it clear that all feedback, even the tough kind, was welcome. “I want us to create a space where everyone feels comfortable sharing their thoughts, even if they’re difficult to hear. That’s how we’ll grow stronger together,” Morgan said.
At first, there was hesitation. But then, the floodgates opened. Team members voiced their concerns: some felt overburdened, others felt overlooked for recognition, and a few felt that communication from management was lacking. Morgan listened intently, without interrupting or getting defensive, knowing that this was a vital step in rebuilding trust and addressing the root causes of resentment.
Advocating for the Team
After the feedback session, Morgan didn’t waste time. They immediately took the concerns to upper management, advocating for their team. “We need to address these issues,” Morgan said. “Our team feels unheard and undervalued, and we risk losing not just productivity but also trust and morale if we don’t make changes.”
Morgan suggested a few actionable steps, like redistributing the workload more fairly, creating a recognition program for outstanding efforts, and establishing clearer communication channels. To Morgan’s relief, upper management was receptive and agreed to implement several of the suggestions.
Shaking Things Up
Morgan knew that even with management’s support, they needed to shake things up to break the cycle of negativity. They organized a team-building day, something fun and unexpected—a day out of the office where they could bond, laugh, and rediscover their sense of camaraderie. It wasn’t about avoiding the issues but about reminding everyone that they were a team, capable of achieving great things together.
Focusing on Common Goals
In the weeks that followed, Morgan made a conscious effort to refocus the team on their common goals. Every meeting started with a reminder of the team's shared mission and the progress they were making. Celebrating small wins became a routine, and team members were encouraged to acknowledge each other’s contributions openly.
Slowly but surely, the atmosphere began to shift. The resentment that had been simmering started to dissipate, replaced by a renewed sense of purpose and trust. Team members were more engaged, more communicative, and more motivated than ever.
Resentment on a team can be like a slow leak—hard to spot at first but potentially devastating if not addressed. Morgan learned that the key to handling resentment is to act early, stay close to the team, speak up when things seem off, embrace tough feedback, advocate for your team, shake things up, and focus on common goals. By doing so, you can prevent small frustrations from growing into something much larger and create a team culture built on trust, respect, and collaboration.
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