This is where a team leader hopes that the clients, analysts, and programmers are all busily communicating away with each other about every aspect of the system without him or her having to do anything. Both extremes eventually lead to frustration or resentment. The team leader must achieve proper and balanced communication between everyone involved. This applies across the board - the team leader is ultimately responsible for ensuring steady progress and for making things happen. At the same time the he or she should not stifle informal communication.
Most system builders thrive on learning, sharing, and comparing.
A certain amount of this is to be expected and is productive as long as milestones are being met. The last challenge facing the team leader is his or her own communication style. As a manager, the team leader must discipline himself or herself to react to both good news and bad news with moderation and maturity. A balanced reaction to both increases the odds of actually hearing both, and this awareness keeps project surprises to a minimum. The team leader must strive to keep these distractions to a minimum.