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The 5 Dysfunctions of a Team Learning to Work Efficiently and powerfully as a team.

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Presentation on theme: "The 5 Dysfunctions of a Team Learning to Work Efficiently and powerfully as a team."— Presentation transcript:

1 The 5 Dysfunctions of a Team Learning to Work Efficiently and powerfully as a team

2 Introduction Trust lies at the heart of a functioning, cohesive team. In the context of building a team, 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. Teammates must get comfortable being vulnerable with one another.

3 Intentions Assessing where this group, and the groups you manage are when it comes to the element of trust. Is there a background of “vulnerability” or being political? POLITICS is when people choose their words and actions based on how they want others to react rather than based on what they really think.

4 Overview If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time. fun pride serve power create engag e resul t align trust

5 - Inattention to results - Avoidance of accountability - Lack of commitment - Fear of conflict - Absence of trust

6 Absence of trust - invulnerability This dynamic is inherent in most organizations and, if not directly addressed, becomes the background of most interactions. It is expressed in an organization as a lack of a willingness to be vulnerable, to speak up, to admit mistakes… Members of teams with 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 of their own areas 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 Dread meetings and find reasons to avoid spending time together

7 Inattention to results - status & ego When there is an absence of trust with a team, it breeds individuality…and a “looking out for myself because I don’t believe that others have my back.” 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

8 Fear of conflict - artificial harmony Conflict, in this context, is a good thing. It is what allows for creativity, contribution, and authentic teamwork. However, if I don’t trust that my teammates have my back, I will not speak up…and underneath that is a mountain of resentment, ineffectiveness and often gossip. “Those that avoid conflict actually doom themselves to revisiting issues again and again without resolution. 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 & energy with posturing and interpersonal risk management

9 Lack of commitment - ambiguity “In the context of a team, commitment is a function of two things: clarity and buy in. Great teams make clear and timely decisions and move forward with complete buy in from every member of the team, even those who voted against the decision.” People need to know that their opinions have been heard and considered. When executives fail to achieve buy in from those who report to them, inevitably there is ineffectiveness that escalates with employees “below.” 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

10 Avoidance of accountability-low standards In order to powerfully hold people accountable, one has to be willing to be uncomfortable as well as being fully “bought in.” Otherwise, what is fully in play is, “who am I to say?” And if I can’t say, then I’m operating as an individual versus the team as a whole. A team that avoids accountability… Creates resentment among team members who have different standards of performance Encourages mediocrity Misses deadlines and key deliverables Places an undue burden on the team leader as the sole source of discipline

11 Members of Trusting Teams 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

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