Alliances on a Team: The Symptom Everyone Blames and the Leadership Problem Nobody Wants to Own
- Jessica Klatt
- Jun 22
- 7 min read
Updated: 3 days ago
"Those people are toxic." But alliances on a team are seldom the root cause — they're the warning light.
By Jessica Klatt · Behavioral Leadership Strategist, Be Industries — Hudson, WI
When I begin working with a business, one situation comes up over and over again.
"Alliances are forming."
Usually, the next sentence sounds something like: "Those people are toxic."
But here's the reality. Alliances on a team are seldom the root cause of toxicity.
They're a symptom.
And if leaders only focus on the symptom, they'll spend years chasing behavior while the actual problem continues to grow underneath the surface.
What Is an Alliance in the Workplace?
An alliance forms when two or more employees align around a shared perspective, concern, frustration, or belief about a person, process, decision, or situation within the organization.
In healthy workplaces, alliances can form around collaboration, innovation, and problem-solving. In unhealthy workplaces, alliances often form around unresolved issues. This is when employees begin discussing concerns with each other instead of the people who can actually solve them.
At first, it looks harmless.
A quick conversation.
A little venting.
A moment of validation.
Then it grows.
Alliances on a Team Don't Form Because People Want to Destroy Culture
More often than not, alliances do NOT form simply because people want to disrupt a culture. They form because the pathway to a solution feels:
Too Hard
Too Risky
Impossible
It's only and always one of those three. Think about that for a moment.
Most people aren't waking up and asking themselves how they can create division at work today. They're trying to make sense of an issue they don't believe will get addressed.
They're looking for understanding. They're looking for validation. They're looking for community. And when they find it, an alliance begins.
The Leadership Truth Most People Don't Want to Hear
The root cause is the only place this can be fixed. And this is a leadership issue all day long.
Leadership will always call for you to model the expectations. So somewhere along the line, whether intentionally or unintentionally, you modeled something that communicated: "This is the safest route in our organization."
That's a hard truth for many leaders to hear. Most of the leaders I've worked with would never knowingly choose to make their workplace toxic. But the truth doesn't care about intent. The truth operates in facts.
And the fact is this: people learn what is safe by observing what leadership rewards, tolerates, avoids, and ignores. This is exactly what surfaces through our Leadership Assessments — the unconscious signals leaders send that quietly shape team behavior.
"People learn what is safe by observing what leadership rewards, tolerates, avoids, and ignores."
This is why the hidden beliefs driving your leadership matter so much — because leaders often create patterns through what they avoid, tolerate, or unconsciously protect.
How Leaders Accidentally Create Alliances
Several common leadership behaviors unintentionally encourage alliance-building.
Behavior 01
Avoiding Conflict to "Keep the Peace"
Many leaders pride themselves on being easygoing. They don't want drama. They don't want confrontation. So when issues arise, they encourage people to move on, let it go, or simply "get over it." The problem? The issue never actually gets resolved. It just goes underground.
Behavior 02
Creating a "Drama-Free Workplace"
One of the most damaging phrases I hear leaders use is:
"We don't do drama here."
While the intention is usually good, employees often hear something very different: "Don't bring me problems." Eventually, people stop bringing concerns forward. Not because the concerns disappeared. Because they learned they weren't welcome.
Behavior 03
Becoming Frustrated When Issues Are Raised
Sometimes leaders visibly react when employees bring concerns to them. Maybe they get defensive. Maybe they get annoyed. Maybe they dismiss the concern before fully understanding it. The result is the same: trust decreases, confidence decreases, and employees begin seeking support elsewhere.
This is also where F.O.G. communication patterns can quietly develop, especially when people begin making decisions from fear, pressure, obligation, or guilt instead of direct communication.
Behavior 04
Listening Without Taking Action
This may be the most common one. Employees bring legitimate concerns. Leadership listens. Leadership agrees. Leadership acknowledges. And then... nothing happens. No follow-up. No communication. No clarity. No accountability.
When people repeatedly experience this pattern, they stop believing solutions are possible. And alliances begin forming as a substitute.
If alliances, gossip, disengagement, or workplace tension are showing up in your organization, don't just address the behavior — address the root cause. |
The Validation Trap
Here's where things become dangerous. One person shares a frustration. Another person agrees. Validation happens. Dopamine spikes. And BAM — we've hit a new level of toxic.
Now the conversation starts repeating itself. The individuals — or perhaps the group — discuss the incompetence, lack of wisdom, poor decisions, unfair treatment, or whatever assessment they've made about the situation.
Over.
And over.
And over.
The issue isn't moving toward resolution. It's moving toward reinforcement. The story gets stronger. The resentment gets deeper. And the alliance gets tighter.
What Happens Next?
When alliances remain unchecked, predictable things begin happening.
Divisions Form
People start choosing sides.
Dialogue Stops
Direct conversations become indirect.
Resentment Builds
Assumptions replace facts.
Middlemen Are Created
People communicate through others.
Burnout Increases
Emotional energy consumed by conflict.
Trust Erodes
Confidence in leadership disappears.
And eventually... people leave. Or worse — they stay and sabotage. Not always intentionally. But disengagement, resistance, negativity, withholding information, and passive-aggressive behavior can become the norm. All because a pathway to a conversation was blocked.
These are the kinds of team dynamics red flags leaders need to catch early — before quiet frustration turns into open division, disengagement, or turnover.
The Real Root Cause of Alliances on a Team
Most alliance issues are not people problems. They're system problems. They have leadership problems. There are cultural problems. They're trust problems. They stem from a lack of:
Clear standards and expectations
Consistent consequences
Psychological safety
Healthy conflict resolution
Leadership accountability
When employees don't believe concerns can be addressed directly, they'll create alternative pathways. That's human nature.
This is how comfortable misalignment in leadership can take hold — the team keeps functioning on the surface while unresolved issues continue shaping the culture underneath.
So Who's Responsible?
At this point, who's to blame? Leadership owns it first. Always. Because leaders set the standard. Leaders create the environment. Leaders model the behavior.
But leadership isn't the only party responsible. Everyone is accountable eventually. Things were allowed. Actions were taken. Conversations were chosen. Personal responsibility left the building.
The healthiest workplaces are built when both leaders and employees take ownership of their roles in the outcome. Because accountability isn't about assigning blame. It's about creating change.
This is exactly the work we do through Behavioral Leadership Strategy — helping leaders own their role in the patterns showing up around them.
The Solution: Reopen the Pathway
If you want to eliminate unhealthy alliances, stop focusing solely on the alliance itself. Focus on why it formed. Ask:
What issue remains unresolved?
Why don't employees feel safe addressing it directly?
What leadership behavior is reinforcing avoidance?
What conversations are not happening?
What standards are unclear?
The moment people believe there is a safe, productive pathway to resolution, alliances lose their power. Because healthy communication will always outperform unhealthy validation. And leadership that creates clarity will always outperform leadership that avoids discomfort.
If your team is navigating gossip, division, or unresolved conflict, structured conflict resolution training can rebuild the pathway to direct communication. |
Final Thought
Alliances are not the disease. They're the symptom.
The real question isn't: "Why are employees talking about each other?"
The real question is: "What made talking to each other feel safer than talking to us?"
That's where the answer lives. And that's where leadership begins. If you're building or rebuilding your team, our Hiring & Behavioral Fit Strategy ensures you're bringing in people who communicate directly — not around each other.
Ready to Strengthen Your Team Culture?If alliances, gossip, disengagement, or workplace tension are showing up in your organization, don't just address the behavior. Address the root cause. |
Frequently Asked Questions
Are workplace alliances always bad?
No. Healthy alliances can form around collaboration, shared goals, and problem-solving. Toxic alliances typically form when unresolved issues create a need for validation and support outside normal communication channels.
Why do employees form cliques at work?
Employees often form cliques or alliances when they feel concerns aren't being heard, addressed, or taken seriously. These groups frequently develop as a response to perceived barriers in communication.
How can leaders stop toxic workplace alliances?
Leaders should focus on creating psychological safety, addressing concerns directly, communicating clearly, and following through on commitments. Eliminating the root cause is far more effective than policing the symptom.
What's the difference between collaboration and alliance-building?
Collaboration focuses on achieving shared organizational goals. Toxic alliance-building focuses on validating frustrations, reinforcing narratives, and discussing issues without moving toward resolution.
How does leadership contribute to workplace division?
Leadership can unintentionally contribute by avoiding conflict, dismissing concerns, reacting negatively to feedback, or failing to address recurring issues. These behaviors teach employees that direct communication isn't effective.
What are the warning signs of alliance formation?
Common signs include increased gossip, side conversations, reduced direct communication, visible group divisions, rising cynicism, declining trust, and growing employee disengagement.
Can a toxic culture be repaired?
Yes. Most cultures can improve significantly when leadership takes ownership, rebuilds trust, establishes clear expectations, and creates safe pathways for healthy communication and accountability.
About the Author
Jessica Klatt | Behavioral Leadership Strategist
Jessica Klatt is the founder of Be Industries in Hudson, Wisconsin, where she helps business owners, leaders, and teams improve communication, strengthen culture, resolve conflict, and build organizations rooted in accountability and self-awareness.
Combining behavioral science, leadership development, organizational strategy, and team dynamics expertise, Jessica works with organizations across the country to identify the root causes behind workplace challenges rather than simply treating the symptoms.
Her work focuses on helping leaders create cultures where trust, accountability, clarity, and healthy communication drive sustainable growth.
To learn more about leadership coaching, team development, or organizational consulting, connect with Jessica and discover how your workplace can move from dysfunction to alignment.
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