2 The Five Dysfunctions of a Team The Role of the Leader…Focus on Collective OutcomesConfront Difficult IssuesForce Clarity and ClosureDemand DebateBe Vulnerable#1: Absence of TrustThe fear of being vulnerable with team members prevents the building of trust within the team.#2: Fear of ConflictThe desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict.#3: Lack of CommitmentThe lack of clarity or buy-in prevents team members from making decisions they will stick to.#4: Avoidance of AccountabilityThe need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance.#5: Inattention to ResultsThe pursuit of individual goals and personal status erodes the focus on collective success.
3 Team Assessment Dysfunction 1 Dysfunction 2 Dysfunction 3 Absence of TrustDysfunction 2Fear of ConflictDysfunction 3Lack of CommitmentDysfunction 4Avoidance of AccountabilityDysfunction 5Inattention to ResultsStatement 4 ____Statement 6 ____Statement 12 ____Statement 1 ____Statement 7 ____Statement 10 ___Statement 3 ___Statement 8 ___Statement 13 ___Statement 2 ___Statement 11 ___Statement 14 ___Statement 5 ___Statement 9 ___Statement 15 ___Total:
4 Team #1“Team members must prioritize the team that they are a member of over the team that they lead or manage. “Pat Lencioni, The Five Dysfunctions Of aTeamquote
5 Still wondering? It’s not your first team … If you go to meetings with the mindset that you are there to get what you can for your department/division.If during every discussion and decision in the meetings you are silently thinking of the impact of your department/division vs the best decision for the entire organization.If you sometimes go back to your department/division and say “I put up a good fight for us in the Administrative Leader meeting, but the decision did not go our way”.If you sometimes go back to your department/division and say “I did not vote for it, but we are going to….”.
6 Overcoming The Five Dysfunctions Dysfunction # 1: ABSENCE OF TRUSTStrategy for Overcoming:Identify and discuss individual strengths and weaknessesSpend considerable time in face-to-face meetings and working sessionsDysfunction # 2: FEAR OF CONFLICTAcknowledge that conflict is required for productive meetingsEstablish common ground rules for engaging in conflictUnderstand individual team member’s natural conflict stylesDysfunction # 3: LACK OF COMMITMENTReview commitments at the end of each meeting to ensure all team members are alignedAdopt a “disagree and commit” mentality—make sure all team members are committed regardless of initial disagreementsDysfunction # 4: AVOIDANCE OF ACCOUNTABILITYExplicitly communicate goals and standards of behaviorRegularly discuss performance versus goals and standardsDysfunction # 5: INATTENTION TO RESULTSKeep the team focused on tangible group goalsReward individuals based on team goals and collective success
8 Personal Histories Exercise Understanding some of the personal background and key influencers in a team member’s life is a safe and effective first step toward establishing vulnerability-based trust.In this exercise, take a moment to answer the following questions.Where did you grow up?How many siblings do you have and where do you fall in that order?Please describe a unique or interesting challenge from your childhood.
14 Conflict Profile Discussion What was the conflict environment in your home while you were growing up? Were there spirited conversations or did your family avoid difficult conversations?How would you describe your comfort level with conflict?What professional experiences have influenced your ability to engage in unfiltered debate?
15 Conflict Norming Exercise Write down your preferences relating to acceptable and unacceptable behaviors around productive ideological conflict. Include the following:• The kind of language and tone of voice people should use• The emotional content of people’s messages• The extent of people’s involvement and participation• OtherDiscuss with the team:• What do our collective preferences seem to be in relationship to conflict?• What significant differences about conflict do we have?Our Team’s Conflict Commitments:• What are our top four or five behavioral expectations (Conflict Norms) around conflict?
16 Organizational Clarity Teams must be in alignment around a number of key questions that define their business and where it is headed. These include the following:Core PurposeWhy does the company exist?(beyond making money)ValuesWhat traits are inherent and important in the organization? (limits of diversity)Business DefinitionWhat specifically does the business do?(no flowery adjectives)StrategyHow does the organization purposefully differentiate itself against competitors? (“everything/nothing”)GoalsWhat is the organization aligned around?Roles &ResponsibilitiesWho does what?
17 The Meetings Quiz 1. Are your meetings dull and uninspiring? 2. Do team members question the usefulness of meetings?3. Are critical issues avoided or overlooked during meetings?4. Do you wonder if team members are holding back duringmeetings?5. Do team members complain about having to attend meetings?6. Do you find that meetings end without resolution of criticalissues?7. Do you discuss administrative, tactical and strategic topicsduring the same meetings?8. Are important discussions cut short because of timeconstraints?9. Is your team reluctant to go off-site more than once a yearto review the state of the organization and business?10. Do team members seem disengaged during meetings?
23 Myers-Briggs Type Indicator – Where do you get your energy? EXTRAVERSIONINTROVERSIONSource of energy is from the outer world.Prefer:InteractionDiscussionSpoken wordMeetingsThink out loudActionBreath of interestsLike variety & action oriented jobs.Are sometimes inpatient with long slow jobs.Like to have people around in their working environment.Act quickly sometimes without thinking.Like to learn a new task by talking it through with someone or doing it.“Hi! Nice to see you!”“Let’s get on with it.”“Here is my opinion.”Source of energy is from their internal worldPrefer:Quiet ConcentrationReflectionWritten wordMemosThink, then speakIntrospectionDepth of interestsLike quiet for concentration.Can work on one project for a long time.Work alone contentedly preferably without interruptions.Think before they act, sometimes without actingMay prefer to learn by reading rather than talking or experiencing“Thanks for leaving!”“I need to concentrate.”“I need to think about it.”
24 Myers-Briggs Type Indicator – How do you access/gather information? SENSINGINTUITIONInformation they pay attention to:FactsPresent timeWhat is practicalSpecificsWhat is realUsefulnessThinking process:Step by stepPiecesWhat is step #1?Focus on what works now -- current reality is a given.Like an established way of doing things that they already know.Work steadily with a realistic idea of how long it will take.Reach conclusions step by step.May be good at precise work because careful about facts.Seldom inspired, and tend not to trust their inspiration“Just the facts, ma’am.”“Tell it like it is.”“No fluff.”Information they pay attention to:PossibilitiesFuture timeWhat is innovativeGeneralitiesWhat could beNoveltyThinking process:Leap aroundPatternsWhat is the vision?Focus on how things can be improved -- what is possible.Dislike doing the same thing repeatedly - - enjoy learning new skills.Work in bursts of energy with slack periods in between.May leap to conclusion quickly.Dislike taking time for precision and may get their facts wrong.Follow their inspirations and hunches.“Imagine the possibilities!”“Hey! Why don’t we…”“Have we ever thought about…”
25 Myers-Briggs Type Indicator How do you evaluate information? THINKINGFEELINGIn making decisions:ObjectiveBased on principlesLogicalAnalyticalDetachedSolution orientedFocus on results based on criteria.Seek clarity.Sometimes perceived as cold or detached.Are good at putting things in logical order and determining outcomes of choices.Have a talent for analyzing a problem or situation.Tend to be firm & tough-mindedNeed to be treated fairly.Able to reprimand or fire people when necessary.May hurt people’s feelings without knowing it because of affinity for rules & regulations.In making decisions:SubjectiveBased on circumstancesPersuasiveAppreciativeInvolvedEmpatheticFocus on impact on people and relationships.Seek harmony.Sometimes perceived as too impassioned.Are good at seeing how various choices and decisions will impact people.Like harmony and will work to make it happen.Tend to be sympathetic.Need occasional praise.Dislike telling people unpleasant things.Enjoy pleasing people and take an interest in the person behind the job.
26 Myers-Briggs Type Indicator- How do you approach daily life? JUDGINGPERCEIVINGPrefer to work in environment that is:StructuredPlannedControlledScheduledOrganizedDefiniteDecidedIssues are black and white, absolutes.Want to be done, not in process.Work best when they can plan their work and follow the plan.May decide things too quickly.May dislike to interrupt the project they are on for a more urgent one.Tend to be satisfied once they reach a judgment on an issue or person.Schedule projects so that each step gets done on time.Use lists as agendas for action.“Make up your mind.”“Good morning, Lord.”“8:00 sharp.”“Let’s get started.”“Ready, Aim, Fire”Prefer to work in environment that is:FlexibleOpen endedAdaptableSpontaneousResponsiveTentativeWait and SeeDeal with ambiguity and shades of gray.More adaptable in times of change - enjoy the process.Do not mind leaving things open for last-minute changes.May postpone unpleasant jobs.May start too many projects and then have difficulty in finishing them.May delay making decisions, thinking they don’t have enough information.Accomplish a lot at the last minute under pressure.Use lists as reminders of all the things they have to do someday.“Keep your options open.”“Good Lord, it’s morning.”“8-ish”“Let’s wait for everyone to arrive.”“Fire, What time is it?, Aim.”
27 The Five Temptations of a CEO SUSCEPTIBILITY TO THE FIVE TEMPTATIONSThis assessment is designed to help you identify your susceptibility to The Five Temptations, not to determine that you succumb to them. The more you understand yourself and the Temptations, the more you can do to ensure your success and that of your company.Take your time and be as honest as possible. This is simply a quantitative measure to help you get started - keep in mind that the best way to discover your Temptations is a qualitative assessment.Within each group listed below, please rank the statements 1 through 4Mark your strongest area as a 1 and your least strong area as a 4 (compared to the other statements in that group)Rank______ A. Measure personal success by achievement of organizational outcomes______ B. Give constructive and insightful performance feedback______ C. Trust instincts when making decisions______ D. Encourage direct reports to engage in open debateRank______ E. Acknowledge and accept responsibility for mistakes and failures______ F. Focus energy on organization’s goals______ G. Hold direct reports accountable for deliverables______ H. Take risksRank______ I. Openly share opinions during meetings______ J. Comfortable accepting compliments______ K. Deliver on commitments______ L. Push employees and coach them for improvementRank______ M. Ensure direct reports have clear roles and responsibilities______ N. Run passion-filled and intense meetings______ O. Do not hold grudges after conflict______ P. Promote the accomplishments and success of othersRank______ Q. Confront direct reports about behavioral issues______ R. Willing to make decisions even when only minimal information is available______ S. Surface and address personal conflicts within the department______ T. Comfortable sharing personal values and experiences
28 The Five Temptations of a CEO THE RESULTSIn the appropriate space below, write down the ranking you gave each statement from the previous page. Your rankings are going to be used as points.Add up the point total under each Temptation.This assessment is looking for extremes—the highest point total may be your greatest Temptation, and the lowest point total is probably an area that you do not struggle in.Status vs. ResultsStatement Ranking/PointsA. ______F. ______K. ______P. ______Point Total ______Popularity vs. AccountabilityStatement Ranking/PointsB. ______G. ______L. ______Q. ______Point Total ______Certainty vs. ClarityStatement Ranking/PointsC. ______H. ______M. ______R. ______Point Total ______Harmony vs. ConflictD. ______I. ______N. ______S. ______Invulnerability vs. TrustStatement Ranking/PointsE. ______J. ______O. ______T. ______Point Total ______2. Based on this assessment and my qualitative assessment I am strongly tempted by the following Temptation(s):
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