A healthy team

A healthy team

• 1.
  A Healthy Team Source:The Five Dysfunctions of a Team; Lencioni, Patrick (2002)
• 2.
  The Foundation TRUST
• 3.
  Absence of trust •There is no team if members are not comfortable being vulnerable with one another • Time and energy are then spent managing behaviors and interactions within the group • Trust is the confidence among team members that their peers’ intentions are good, and that there is no reason to be protective or careful around the group.
• 4.
  Members of teamswith an 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 area of responsibility • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them. • Fail to recognize and tap into one another’s skills and experiences • Waste time and energy managing their behaviors for effect • Hold grudges and are not genuinely open • Dread meetings and find reasons to avoid spending time together
• 5.
  Members of TrustingTeams: • Admit weaknesses and mistakes • Ask for help • Accept questions and input about their areas of responsibility • Give one another the benefit of the doubt before arriving at 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
• 6.
  NO TRUST setsthe tone FEAR OF CONFLICT NO TRUST = Invulnerability
• 7.
  Absence of Conflict •Team members do not engage in passionate and emotional debate • Group think and loss of creativity • Veiled discussions and guarded comments • ARTIFICIAL HARMONY • ‘Back door’ politics • Tension and avoidance • Issues are revisited again and again without resolution • Alliances formed outside of the team
• 8.
  Teams That FearConflict: • Have boring meetings • Create environments where back-door 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
• 9.
  Teams That Engagein Conflict: • Have lively, interesting meetings • Extract and exploit the ideas of all team members • Solve real problems quickly • Minimize politics • Put critical topics on the table for discussion and do not retreat from healthy debate
• 10.
  NO CONFLICT setsthe tone LACK OF COMMITMENT FEAR OF CONFLICT NO TRUST = Invulnerability
• 11.
  Absence of Commitment •No confidence that others aren’t quietly harboring doubts whether to support the actions agreed upon • No clarity, purpose or buy-in: AMBIGUITY • ‘going along’ or group think • Invalidating environment, not being heard • No willingness to rally around the team • Hedging bets and delaying important decisions • Ripple effects for clients, uncertainty • Team is not clearly aligned which causes confusion for clients • Fear to commit to decisions
• 12.
  A Team thatFails 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
• 13.
  A Team thatCommits: • Creates clarity around direction and priorities • Aligns the entire team around common objectives • Develops an ability to learn from mistakes • Takes advantage of opportunities before missing out; allows for contingencies • Moves forward without hesitation • Changes direction without hesitation or guilt
• 14.
  NO COMMITMENT setsthe tone AVOIDANCE OF ACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT NO TRUST = Invulnerability
• 15.
  Avoidance of Accountability •No clear plan of action • Fear of calling out problems (disempowered) • No clear expectation • Unwillingness to tolerate personal discomfort • Personal relationships interfere, alliances are reinforced outside of the group • Relationships deteriorate and issues become ‘personal’ • Loss of respect for one another • Loss of motivation • Loss of enthusiasm • Standards of the group erode- LOW STANDARDS
• 16.
  A Team thatAvoids Accountability: • Creates resentment among team members who have different standards of performance • Encourages mediocrity • Misses deadlines and key opportunities • Places an undue burden on the team leader as a source of discipline • Starts to function like a dysfunctional family with sibling rivalry, discord, and seeking parental (leader) approval
• 17.
  A Team thatHold One Another Accountable: • Ensures that poor performers feel pressure to be successful by SHARED responsibility • 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 without ‘sibling rivalry’ or seeking ‘parental approval’ • Avoids excessive bureaucracy around performance management and corrective actions / disciplinary actions / paternalistic cultures
• 18.
  AVOIDANCE OF ACCOUNTABILITY setsthe tone: NO RESULTS AVOIDANCE OF ACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT NO TRUST = Invulnerability
• 19.
  Inattention to Results: •Members care about something other than the collective goals of the group (or the client) • Individual needs are more important then collective goals or results for the client • Ego, career, self recognition and territory • Status and power struggles, competition in getting own needs met at the expense of the client and the team • No meaningful results or objectives
• 20.
  A Team thatis NOT focused on RESULTS: • Stagnates / fails to grow • Rarely achieves positive outcomes • Loses achievement-oriented employees • Encourages team members to focus on their own needs and individual goals at the expense of the client • Is easily distracted
• 21.
  A team thatFOCUSES on COLLECTIVE RESULTS: • Retains achievement-oriented employees • Minimizes behaviors that are ego-driven • Enjoys success and suffers failures • Benefits from individuals who subjugate their own goals/interests for the good of the team (and the client) • Avoids distractions
• 22.
  A Healthy Team Collective RESULTS ACCOUNTABLE FOR DELIVERY COMMITSto Decisions and TAKES ACTION ENGAGES IN UNFILTERED CONFLICT TRUST
• 23.
  Teams succeed becausethey are human, not despite their humanity • By acknowledging the imperfections of their humanity, members of functional teams overcome the natural tendencies that make trust, conflict, commitment, accountability, and a focus on results so elusive.