In a recent LinkedIn post, Leanne Bridges discusses a common workplace dynamic where a small mistake escalates due to poor communication and a culture of blame, particularly between sales and project teams. Bridges illustrates how a lack of direct communication can lead to significant inefficiencies and damaged working relationships.
The Ripple Effect of Unaddressed Mistakes
Leanne Bridges begins by describing a scenario where a mistake occurs in sales, and instead of addressing it directly with the sales representative, the project team begins to complain internally. This internal venting, according to Bridges, prevents the issue from being resolved efficiently. She highlights the breakdown in communication:
“Nobody went and told sales. Not one person picked up the phone to the person who could have fixed it. It went around the team instead of people focusing on sorting it out.”
This initial failure to communicate directly, as Leanne Bridges points out, sets a negative precedent. The problem festers, becoming a larger issue than it needed to be, and the responsibility for resolution is delayed.
The Delivery Manager’s Role in Escalation
A significant part of Bridges’ analysis focuses on the role of a delivery manager who, instead of focusing on solutions, prioritizes identifying who in sales is to blame. This approach, Leanne Bridges argues, transforms a solvable problem into an opportunity for finger-pointing and reinforces a victim mentality within the project team.
According to Leanne Bridges, this manager’s reaction shapes the team’s perspective:
“His first question isn’t what’s happened. Or how are we going to sort it out. It’s who in sales caused it. So a small mistake stops being a job to sort. It becomes a big thing to blame sales for.”
Bridges contends that this behavior cultivates an environment where the project team feels justified in their grievances against sales, rather than collaborating to find solutions. This leads to a cycle where every sales mistake is seen as further proof of their perceived wrongdoing.
The Cost of a Blame Culture
The consequence of this entrenched blame culture, as Leanne Bridges explains, is a breakdown in proactive problem-solving. Both the sales and project teams, feeling perpetually wronged or defensive, cease to actively work towards resolving issues together. Leanne Bridges notes the detrimental impact on productivity:
“This situation between the sales and project team wastes more time than anything.”
She elaborates that the underlying issue is often that individuals on both sides believe they are acting reasonably and that the onus to fix things doesn’t lie with them. This creates a stalemate where management is constantly trying to mediate rather than focusing on strategic growth.
Shifting Towards Collaboration
Bridges concludes her post by offering advice to leaders dealing with such situations. She emphasizes the need for direct intervention and a change in approach, moving away from blame and towards collaborative problem-solving. The core message from Leanne Bridges is that being ‘right’ about who is at fault is less important than fostering a culture where teams work together to find solutions.
Ultimately, Leanne Bridges advocates for direct communication and a focus on resolution over retribution, suggesting that leaders must address the underlying dynamics that perpetuate conflict between teams.
📝 About This Content
This article is based on insights shared by Leanne Bridges on LinkedIn.
📅 Originally posted on August 3, 2026 | View original post on LinkedIn →