Have you ever noticed that some teams seem to work together seamlessly while others are plagued by competition and a constant need for validation? This could be a result of status signalling.It goes without saying that most of us know that appearances can greatly influence how we are received. However, what many of us may not readily admit is that we often actively manage the impressions we make on those around us by altering how we present ourselves to suit the situation. How we do this, and how successful we are at doing it, can significantly impact a team environment. For example, have you ever joined a team and noticed that they all understand the common goal and seem to work well together? Or have you ever been part of a team where everyone seems to be competing for status and trying to outdo each other? It can be exhausting!

Unfortunately, the latter is a common problem in many workplaces. People want to feel important and valued, and sometimes they do this by engaging in behaviour that seeks to elevate them above those around them, also known as “status signalling.”

So, what is status signalling exactly? Quite simply, it is the act of conveying one’s status or position within a group or society through various means, such as clothing and accessories, behaviour, and communication style. We all engage in it to some extent, consciously or unconsciously, in both our personal and professional lives. For example, Sam from Legal might constantly name-drop important people they know to impress their colleagues, or they might try to be the first to speak up in meetings and dominate the conversation to demonstrate their knowledge. Alternatively, when you are out with friends, you might dress differently than when you are attending a holiday lunch with your extended relatives.

While status signalling is a normal and common behaviour both in and out of the workplace, it is important to recognise that it can have both positive and negative effects on team environments. On the one hand, status signalling can be a way to express our identity and values. It can also help us build relationships with colleagues and clients and project an image of confidence and capability, which can be helpful in advancing our careers.

On the other hand, status signalling can also have negative effects. If it becomes excessive, it can lead to groupthink, rivalry, and a lack of cooperation within teams. This can damage relationships, hinder productivity, and stifle creativity and innovation.

A recent study by the American Psychological Association found that, ultimately, most people don’t want to work with those who chronically brag about their wealth and social standing, as they perceive them as uncooperative and not team players. When people are focused on proving their worth and seeking individual credit, they are less likely to collaborate and share ideas. This can create a toxic work environment where other team members feel undervalued, demotivated, and reluctant to contribute their own ideas.

However, if you are concerned about the impact of status signalling in your organisation, we have some good news for you: there are a few simple steps you can take to address the issue.

The first step is to acknowledge that it exists and that it can be detrimental to the team’s success. From there, leaders can encourage open communication and create an environment where diversity is celebrated, and everyone’s contributions are valued.

Secondly, it is important to set clear goals and expectations for the team. When everyone is working towards a common goal, there is less room for individuals to focus on their own social standing. By recognising and rewarding collaboration and teamwork, leaders can shift the focus away from individual achievement and towards the success of the team as a whole. For example, when the team achieves a milestone or hits a key performance indicator (KPI), verbally praising the team collectively for their collaborative efforts can go a long way. It is important to identify when and how the team worked together effectively and to ensure that the praise is directed towards the collective group rather than biased towards specific individuals.

Finally, leaders can model the behaviour they want to see in their team by being humble, empathetic, and collaborative themselves. When we avoid using our own status and authority to dominate or micromanage, we can create a safe and supportive space where team members can freely express their ideas, concerns, and feedback without fear of judgment or retribution.

So, the next time you are working with your team, take a moment to observe if and how status signalling could be impacting the results you are all trying to achieve.