Let’s be honest – there’s probably someone on your team you’d rather not grab coffee with. It’s the taboo topic most leaders won’t admit out loud but avoiding team members you don’t click with is more common (and more damaging) than you think.

Karen Suchsland returns to break down the uncomfortable truth about leading people you don’t particularly like. From the leader who emails instead of having face-to-face conversations to the manager who mysteriously “forgets” to schedule one-on-ones, avoidance behaviors are more obvious than leaders realize—and they’re hurting both performance and team dynamics.

The good news? You don’t have to like everyone on your team to lead them effectively. Karen and Jen explore the crucial difference between liking and respecting team members, why personality clashes often mask deeper issues, and practical strategies for managing your own biases before they derail someone’s career.

Whether you’re struggling with a chronic underperformer or just can’t connect with someone’s communication style, this conversation gives you permission to acknowledge the disconnect while stepping up as the leader your team needs.

Key Highlights

• The difference between like and respect: Like is finding someone agreeable or enjoyable; respect is admiration for their abilities and achievements—and only respect is required for effective leadership
• Red flag warning signs: If you can’t answer basic personal questions about a team member or find yourself avoiding one-on-ones, you’re probably unconsciously creating distance
• Common avoidance behaviors: Emailing instead of talking face-to-face, postponing meetings, and lacking any personal knowledge about the team member
• Three potential reasons for disconnect: They’re simply different from you (and you’re mistaking their strengths for weaknesses), there’s an unaddressed performance issue, or you need to set better boundaries
• Performance vs. personality: Always dig deeper to understand if lateness, attitude, or other issues stem from performance problems, personal circumstances, or simply different working styles
• Communication is key: Set clear expectations and boundaries rather than letting frustrations build—most issues can be resolved with direct, respectful conversations
• What destroys trust: Don’t talk about one team member’s issues with other team members—it destroys trust and puts everyone in an awkward position
• Take inventory: Write down each team member’s name and honestly assess what you know about them personally, their strengths, and how often you interact with them

Guest Bio

Karen Suchsland has depth and breadth of experience successfully leading high performing teams across multiple industries and disciplines. She is known for fostering collaborative team environments that allow team members to learn, grow professionally and successfully deliver on company objectives while having a healthy dose of fun. She is a certified Project Management Professional and has an MBA from Meredith College.

Connect with Karen: LinkedIn: https://www.linkedin.com/in/karen-suchsland/