Five Dysfunctions of a Team

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Five Dysfunctions of a Team

• Adapted from Patrick Lencioni book Five
  Dysfunctions of a Team.

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Leadership Overview
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Leadership is.Kouzes, James M. and Posner,
Barry Z., The Leadership Challenge, pg.20

• an identifiable set of skills and practices that
  are available to all of us.
• is a relationship between those who aspire to
  lead and those who choose to follow.

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Managers vs. Leaders

• Covey, Stephen R., The 7 Habits of Highly
  Effective People, pg.101
• Kotter, John P., Leading Change, pg.165

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Managers vs. Leaders

• Managers know how to plan, budget, organize,
  staff, control, and problem solve
• Managers deal mostly with the status quo
• Management is a bottom line focus How can I best
  accomplish certain things?
• Management is doing things right

• Leaders create and communicate visions and
  strategies
• Leaders deal mostly with change
• Leadership deals with the top line What are the
  things I want to accomplish?
• Leadership is doing the right things

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Six Leadership StylesGoleman (2000, pgs. 82-83)

• Coercive-the leader demands compliance. (Do what
  I tell you.)
• Authoritative-the leader mobilizes people toward
  a vision. (Come with me.)
• Affiliative-the leader creates harmony and builds
  emotional bonds. (People come first.)
• Democratic-the leader forges consenus through
  participation. (What do you think?)
• Pacesetting-the leader sets high standards for
  performance. (Do as I do, now.)
• Coaching-the leader develops people for the
  future. (Try this.)

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Exemplary Leadership

• Model the Way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart

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5 Dysfunctions Leaders Face

• Taken from The Five Dysfunctions of a Team
• and Overcoming The Five Dysfunctions Of A Team
• by Patrick Lencioni

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5 Dysfunctions Leaders Face

• The dysfunction
• How teams operate with the dysfunction
• How teams operate without the dysfunction
• Suggestions for overcoming the dysfunction
• The role of the leader

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The 5 Dysfunctions
Inattention to Results
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1the absence of TRUST

• It simply makes no difference how good the
  rhetoric is or even how good the intentions are
  if there is little or no trust, there is no
  foundation for permanent success.
• Stephen Covey

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What is TRUST?

• Think of two people one that you trust and the
  other that you dont.
• In the context of team building, trust is the
  confidence among team members that their peers
  intentions are good, and that there is no reason
  to be careful around the group

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Members of teams with an with absence of trust .
.

1. Conceal their weaknesses and mistakes from one
   another
2. Hesitate to ask for help or provide constructive
   feedback
3. Hesitate to offer help outside their own areas of
   responsibility
4. Jump to conclusions about the intentions and
   aptitudes of others without attempting to clarify
   then
5. Fail to recognize and tap into one anothers
   skills and experiences
6. Waste time and energy managing their behaviors
   for effect
7. Hold grudges
8. Dread meetings

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Members of trusting teams . . .

• Admit weakness and mistakes
• Ask for help
• Accept questions and input about their areas of
  responsibility
• Give one another the benefit of the doubt before
  arriving to a negative conclusion
• Take risks in offering feedback and assistance
• Appreciate and tap into one anothers skills and
  experiences
• Focus time and energy on important issues, not
  politics
• Offer and accept apologies without hesitation
• Look forward to meetings and other opportunities
  to work as a group

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The Role of the Leader

• Demonstrate Vulnerability

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2the fear of CONFLICT

• Much unhappiness has come into the world because
  of bewilderment and things left unsaid.
• Fyodor Dostoyevsky

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Is conflict ever positive?

• What is an example of healthy conflict?
• What happens to make it quality?
• What doesnt happen that keeps it good?
• Teams that engage in productive conflict know
  that the only purpose is to produce the best
  possible solution in the shortest period of time

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Teams that fear conflict . . .

• Have boring meetings
• Create environments where back-channel politics
  and personal attacks thrive
• Ignore controversial topics that are critical to
  team success
• Fail to tap into all the opinions and
  perspectives of team members
• Waste time and energy with posturing and
  interpersonal risk management

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Teams that Engage in Conflict . . .

• Have lively interesting meetings
• Extract and explore the ideas of all team members
• Solve real problems quickly
• Minimize politics
• Put critical topics on the table for discussion

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Suggestions for overcoming fear of conflict

• Mining
• Extracting buried disagreements within the team
  and sheds the light of day on them
• Real Time Permission
• Coaching one another not to retreat from healthy
  debate

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Role of the Leader

• Demonstrate restraint when team members engage in
  conflict
• Personally model appropriate conflict behavior

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3the lack of COMMITMENT

• Always remember the distinction between
  contribution and commitment. Take the matter of
  bacon and eggs. The chicken makes a contribution.
  The pig makes a commitment.
• John Mack Carter

In the context of a team, commitment is a
function of two things clarity and buy-in
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Enemies of Commitment
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1. The need for consensus

• sometimes in the pursuit of unanimity we
  seek artificial harmony, and that leads to low
  levels of commitment.

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2. The fear of failure

• this is the most common reason people do not
  commit. They would rather not ever take a stand
  on something than risk being wrong.

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3. Lack of communication

• if someone is not being heard or listened to,
  they will not invest in any decisions or goals.

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Mismatch

• a person who is in the wrong position for
  him or her will not contain the interest or
  passion necessary to achieve high levels of
  commitment.

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A team that fails to commit

1. Creates ambiguity among the team about direction
   and priorities
2. Watches windows of opportunity close due to
   excessive analysis and unnecessary delay
3. Breeds lack of confidence and fear of failure
4. Revisits discussions and decisions again and
   again
5. Encourages second-guessing among team members

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A team that commits

1. Creates clarity around direction and priorities
2. Aligns the entire team around common objectives
3. Develops an ability to learn from mistakes
4. Take advantage of opportunities before
   competitors do
5. Move forward without hesitation
6. Change direction without hesitation or guilt

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Suggestions for overcoming the lack of commitment

• Cascading Messaging
• Deadlines
• Contingency and Worst-Case scenario Analysis
• Low-Risk Exposure Therapy

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Commitment

• Clarity and buy-in are two functions that must
  happen every time.
• Consensusall ideas must be heard and considered
  before this can be effective
• Certaintyunity behind decisions yet little
  assurance about clarity and buy-inused when
  consensus not possible
• Importantconflict underlies the willingness to
  commit without perfect information

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Commitment is.

• Clarity around directions and priorities
• Alignment of entire team around common objectives
• Developing an ability to learn from mistakes
• Taking advantage of opportunities before
  competitors do
• Moving forward without hesitation
• Changing direction without hesitation or guilt

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The Role of the Leader

• Be comfortable with the prospect of making a
  decision that ultimately turns out to be wrong
• Constantly push the group for closure around
  issues and adherence to schedules the team has
  set

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4avoidance of ACCOUNTABILITY

• The secret of discipline is motivation. When a
  man is sufficiently motivated, discipline will
  take care of itself.
• Sir Alexander Paterson

In the context of teamwork, accountability refers
specifically to the willingness of team members
to call their peers on performance of behaviors
that might hurt the team
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Quick Self Checksee how your team does

• 3usually 2sometimes 1rarely ____ We call
  out one anothers deficiencies or unproductive
  behaviors.____ We are deeply concerned about
  the prospect of letting down our peers.
• ____ We challenge one another about our plans
  and approaches.

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A team that avoids accountability

1. Creates resentment among team members who have
   different standards of performance
2. Encourages mediocrity
3. Misses deadlines and key deliverables
4. Place an undue burden on the team leader as the
   sole source of discipline

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A team that holds one another accountable

1. Ensures that poor performers feel pressure to
   improve
2. Identifies potential problems quickly by
   questioning one anothers approaches without
   hesitation
3. Establishes respect among team members who are
   held to the same high standards
4. Avoids excessive bureaucracy around performance
   management and corrective action

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Accountability

• Peer Pressure is the most effective and efficient
  means of keeping high standards.
• Defined as willingness to call their peers on
  performance or behaviors that might hurt the team
• Ways to assist publish goals and standards for
  all to see frequent progress reports team
  rewards

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Suggestions for overcoming avoidance of
accountability

• Team Rewards
• Explicitly communicate goals and standards of
  behavior
• Regularly discuss performance versus goals and
  standards

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The Role of the Leader

• Allow the team to serve as the first and primary
  accountability mechanism
• Be willing to serve as the ultimate arbiter of
  discipline when the team itself fails

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5inattention to RESULTS

• Teamwork is the quintessential contradiction of
  a society grounded in individual achievement.
• Marvin Weisbord

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The ultimate dysfunction of a team is the
tendency of members to care about something other
than the collective goals of the
group.Patrick Lencioni
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Distracters

• Team

• Individual Statussuccess of a specific person
  without regard to the status of the team as a
  larger unit. The desire for individual credit
  erodes the focus on collective success.

• Statusto some people just being on the team
  means that they have met their goals, and because
  of this no longer buy into the goals, vision,
  and/or mission of the team

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A team that is not focused on results

1. Stagnates/fails to grow
2. Rarely defeats competitors
3. Loses achievement-oriented employees
4. Encourages team members to focus on their own
   careers and individual goals
5. Is easily distracted

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A team that focuses on collective results

1. Retains achievement-oriented employees
2. Minimize individualistic behavior
3. Enjoys success and suffers failure acutely
4. Benefits from individuals who subjugate their own
   goals/interests for the good of the team
5. Avoids Distractions

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Overcoming inattention to

• Public declaration of results
• Results-based rewards

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The Role of the Leader

• Set the tone for a focus on results
• Be selfless and objective, reserve the rewards
  and recognition for those who make real
  contributions to achievement of group goals

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Where we would like to be!
focus on Results