The danger of becoming team-blind

I've never liked zoos.

But being a parent to three amazing girls meant that trips to the zoo were simply part of the deal. Whenever we go, though, I always find myself drawn to the monkey house. Even if you're not an animal person (like me), monkeys are endlessly entertaining. They're curious, expressive, and impossible not to watch. But before you get to enjoy them, there's something else that gets your attention.

The smell.

The moment you walk into the monkey house, it's overwhelming. You wonder how anyone could possibly stay there for more than a few minutes.

Then something interesting happens.

A few minutes later, you're completely focused on the animals. The smell hasn't gone away, but your brain has stopped noticing it.

Years ago, I had the opportunity to work on the Febreze brand. We had a term for this phenomenon: nose-blindness. When you're exposed to the same scent long enough, your mind filters it out. The smell is still there—you've just become accustomed to it.

The longer I've led teams, the more I've realized the same thing happens in organizations.

As leaders, we're exposed to the same dynamics every day. The same meetings. The same personalities. The same habits. Over time, we stop noticing the things that aren't working. Small dysfunctions become normal. Communication gaps become "just how we do things." Warning signs fade into the background.

In other words, we become team-blind.

Here are three healthy ways to avoid it

Find a Different Angle

As an artist, one of my favorite tricks is holding a work-in-progress illustration up to a mirror. Instantly, problems become obvious. A composition feels off. A color conflict jumps out. The flaws were always there—I had simply gotten used to seeing them.

Teams are no different.

Invite someone you trust to sit in on a meeting and give honest feedback. Better yet, go observe another team yourself. Don't go as a critic. Go as a student. Every team has something to teach you. A fresh perspective often reveals what familiarity hides.

Listen for Patterns

One-on-one conversations are one of the best diagnostic tools a leader has.

Take notes in every interaction. Pay attention to recurring themes. Listen for concerns, frustrations, or opportunities that show up repeatedly across different people.

I recommend weekly one-on-ones with your leaders and monthly conversations with broader team members. Individual comments can be isolated incidents. Patterns tell the real story.

Practice Healthy Paranoia

If something feels off, don't dismiss it. Investigate.

Great leaders develop a healthy sense of paranoia—not fear, but curiosity. They don't ignore subtle signals because they seem small. They ask questions and dig deeper.

In my experience, when something feels off, there's usually an underlying issue worth understanding.

I learned this lesson the hard way.

Years ago, I was working at a commerce agency that was one of several partners supporting a large spirits brand. We were waiting for the annual campaign platform from the brand agency—the big idea that would shape the work across channels for the year.

The delays kept growing.

Something about it felt off.

Deadlines were approaching, and I suggested that we develop a point of view based on the product benefits and the shopper journey, even if it was simply to get in front of the client and start a conversation. My account partner was talented and hardworking, but less experienced than I was. When concerns were raised that we should simply wait for direction, I let my instincts go quiet. I told myself things would work themselves out.

They didn't.

A few weeks later, we were removed from the agency roster. The feedback was simple: they didn't see enough distinction between the commerce perspective and the brand agency's thinking.

Looking back, I don't know if my idea would have saved the business. But I know we never gave ourselves the chance to find out. The warning signs were there. I saw them. I just stopped reacting to them.

I had become comfortable. Complacent. Team-blind.

That experience has stayed with me. It reminds me that leadership isn't just about trusting your people, but rather, it's also about trusting your experience, your observations, and sometimes your gut when something doesn't feel right. Healthy teams aren't built by leaders who have all the answers. They're built by leaders who stay curious enough to keep asking questions, even about the things everyone else has learned to ignore.

As leaders, we're in the monkey house every day. We get comfortable. We get busy. We get tired. It's only natural that we stop noticing certain things. But when we do, we don't just risk letting ourselves down. We risk letting down the people who trust us to see what they cannot.

So the next time a troubling pattern emerges, or something just doesn't feel quite right, pay attention. 

The smell may have been there all along. You may have simply stopped noticing it.