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

2. Leadership Overview

3. Leadership is……. Kouzes, James M. and Posner, Barry Z
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.

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

5. 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

6. Six Leadership Styles Goleman (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.”)

7. Exemplary Leadership Model the Way Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart

8. 5 Dysfunctions Leaders Face
Taken from “The Five Dysfunctions of a Team “
and “ Overcoming The Five Dysfunctions Of A Team”
by Patrick Lencioni

9. 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

10. Avoidance of ACCOUNTABILITY
Absence of TRUST
Fear of CONFLICT
Lack of COMMITMENT
Avoidance of ACCOUNTABILITY
The 5 Dysfunctions
Inattention to
Results

11. #1—the 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

12. What is TRUST?
Think of two people: one that you trust and the other that you don’t.
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

13. Members of teams with an with absence of trust . .
Conceal their weaknesses and mistakes from one another
Hesitate to ask for help or provide constructive feedback
Hesitate to offer help outside their own areas of responsibility
Jump to conclusions about the intentions and aptitudes of others without attempting to clarify then
Fail to recognize and tap into one another’s skills and experiences
Waste time and energy managing their behaviors for effect
Hold grudges
Dread meetings

14. 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 another’s 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

15. The Role of the Leader
Demonstrate Vulnerability

16. #2—the fear of CONFLICT
“Much unhappiness has come into the world because of bewilderment and things left unsaid.”
~Fyodor Dostoyevsky

17. Is conflict ever positive?
What is an example of healthy conflict?
What happens to make it quality?
What doesn’t 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

18. 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

19. 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

20. 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

21. Role of the Leader
Demonstrate restraint when team members engage in conflict
Personally model appropriate conflict behavior

22. #3—the 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

23. Enemies of Commitment:

24. 1. The need for consensus
sometimes in the pursuit of unanimity we seek artificial harmony, and that leads to low levels of commitment.

25. 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.”

26. 3. Lack of communication
if someone is not being heard or listened to, they will not invest in any decisions or goals.

27. 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.

28. A team that fails to commit…
Creates ambiguity among the team about direction and priorities
Watches windows of opportunity close due to excessive analysis and unnecessary delay
Breeds lack of confidence and fear of failure
Revisits discussions and decisions again and again
Encourages second-guessing among team members

29. A team that commits… Creates clarity around direction and priorities
Aligns the entire team around common objectives
Develops an ability to learn from mistakes
Take advantage of opportunities before competitors do
Move forward without hesitation
Change direction without hesitation or guilt

30. Suggestions for overcoming the lack of commitment
Cascading Messaging
Deadlines
Contingency and Worst-Case scenario Analysis
Low-Risk Exposure Therapy

31. Commitment
Clarity and buy-in are two functions that must happen every time.
Consensus—all ideas must be heard and considered before this can be effective
Certainty—unity behind decisions yet little assurance about clarity and buy-in—used when consensus not possible
Important—conflict underlies the willingness to commit without perfect information
Look at the notes on chart paper regarding commitment. What is missing and needs to be added or what needs to be removed from the sheet and why?
Be sure to note the Consensus and Certainty

32. 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

33. 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

34. #4—avoidance 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

35. Quick Self Check— see how your team does
3—usually 2—sometimes 1—rarely ____ We call out one another’s 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.

36. A team that avoids accountability…
Creates resentment among team members who have different standards of performance
Encourages mediocrity
Misses deadlines and key deliverables
Place an undue burden on the team leader as the sole source of discipline

37. A team that holds one another accountable …
Ensures that poor performers feel pressure to improve
Identifies potential problems quickly by questioning one another’s approaches without hesitation
Establishes respect among team members who are held to the same high standards
Avoids excessive bureaucracy around performance management and corrective action

38. 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

39. Suggestions for overcoming avoidance of accountability
Team Rewards
Explicitly communicate goals and standards of behavior
Regularly discuss performance versus goals and standards

40. 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

41. #5—inattention to RESULTS
“Teamwork is the quintessential contradiction of a society grounded in individual achievement.”
~Marvin Weisbord

42. “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

43. Distracters
Team
Individual Status—success 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.
Status—to 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

44. A team that is not focused on results…
Stagnates/fails to grow
Rarely defeats competitors
Loses achievement-oriented employees
Encourages team members to focus on their own careers and individual goals
Is easily distracted

45. A team that focuses on collective results…
Retains achievement-oriented employees
Minimize individualistic behavior
Enjoys success and suffers failure acutely
Benefits from individuals who subjugate their own goals/interests for the good of the team
Avoids Distractions

46. Overcoming inattention to …
Public declaration of results
Results-based rewards

47. 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

48. Where we would like to be!
TRUST
CONFLICT
COMMITMENT
ACCOUNTABILITY
focus on
Results