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2. The FIVE dysfunctions of a TEAM A L E A D E R S H I P F A B L E By Patrick Lencioni

5. Not finance. Not strategy. Not technology. It is team- work that remains the ultimate competitive advantage, both because it is so powerful and so rare. One founder of a company that grew to a billion dollars in annual revenue, best expressed the power of team- work when he once said, “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.” Whenever that adage is repeated to a group of leaders, they immediately nod their heads, but in a desperate sort of way. They seem to grasp the truth of it while simultaneously surrendering to the impossibility of actually making it happen. And that is where the rarity of teamwork comes into play. For all the attention that it has received over the years from scholars, coaches, teachers, and the media, teamwork is as elusive as it has ever been within most organizations. The fact remains that teams, because they are made up of imperfect human beings, are inherently dysfunctional. E X C E R P T

6. The true measure of a team is that it accomplishes the results that it sets out to achieve. To do that on a consistent, ongoing basis, a team must overcome the five dysfunctions by embodying the behaviors described for each one. Overview of the Model

7. A B S E N C E O F TRUST Invulnerability DYSFUNCTION#1DYSFUNCTION#1

8. I N A T T E N T I O N T O Results A B S E N C E O F TRUSTInvulnerability Status & Ego DYSFUNCTION#2DYSFUNCTION#2

9. I N N A T T E N T I O N T OResults F E A R O F Conflict A B S E N C E O F Trust Invulnerability Artificial harmony Status & Ego DYSFUNCTION#3DYSFUNCTION#3

10. I N A T T E N T I O N T O Results L A C K O F Commitment F E A R O F Conflict A B S E N C E O F Trust Invulnerability Artificial harmony Status & Ego Ambiguity DYSFUNCTION#4DYSFUNCTION#4

11. I N A T T E N T I O N T O Results A V O I D A N C E O F Accountability L A C K O F Commitment F E A R O F Conflict A B S E N C E O F Trust Invulnerability Artificial harmony Status & Ego Low standards Ambiguity DYSFUNCTION#5DYSFUNCTION#5

12. TRUST Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears and behaviors. They get to a point where they can be completely open with one another, without filters. This is essential because…

13. H E A L T H Y Conflict Trust Teams that trust one another are not afraid to engage in passionate dialogue around issues and decisions that are key to the organization’s success. They do not hesitate to disagree with, challenge, and question one another, all in the spirit of finding the best answers, discovering the truth, and making great decisions. This is essential because…

14. Commitment H E A L T H Y Conflict Trust Teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various members of the team initially disagree. That’s because they ensure that all opinions and ideas are put on the table and considered, giving confidence to team members that no stone has been left unturned. This is critical because…

15. Accountability Commitment H E A L T H Y Conflict Trust Teams that commit to decisions and standards of performance do not hesitate to hold one another accountable for adhering to those decisions and standards. What is more, they don’t rely on the team leader as the primary source of accountabili- ty, they go directly to their peers. This matters because…

16. A T T E N T I O N T O ResultsAccountability Commitment H E A L T H Y Conflict Trust Teams that trust one another, engage in conflict, commit to decisions, and hold one another accountable are very likely to set aside their individual needs and agendas and focus almost exclusively on what is best for the team. They do not give in to the temptation to place their departments, career aspirations, or ego- driven status ahead of the collective results that define team success

17. 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 their own areas of responsibility Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them

18. Members of teams with an absence of trust 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

19. 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 Members of trusting teams

20. 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 Members of trusting teams

21. 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

22. Teams that engage in 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

23. 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

24. A team that commits… 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 competitors do Moves forward without hesitation Changes direction without hesitation or guilt

25. 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

26. A team that holds one another accountable Ensures that poor performers feel pressure to improve Identifies potential problems quickly by question- ing 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

27. 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

28. A team that focuses on collective results Retains achievement—oriented employees Minimizes 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

29. SUMMARY Teamwork ultimately comes down to practicing a small set of principles over a long period of time. Success is not a matter of mastering subtle, sophisticated theory, but rather of embracing common sense with uncommon levels of discipline and persistence.

30. KEY POINT KEY POINT – Building Trust  Trust is the foundation of teamwork.  On a team, trust is all about vulnerability, which is difficult for most people.  Building trust takes time, but the process can be greatly accelerated.  Like a good marriage, trust on a team is never complete, it must be maintained over time.

31. KEY POINT KEY POINT–Mastering Conflict  Good conflict among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues.  Even among the best teams, conflict will at times be uncomfortable.  Conflict norms, though they will vary from team to team, must be discussed and made clear among the team.  The fear of occasional personal conflict should not deter a team from having regular, productive debate.

32. KEY POINT KEY POINT –Achieving Commitment  Commitment requires clarity and buy-in.  Clarity requires that teams avoid assumptions and ambiguity, and that they end discussions with a clear understanding about what they’ve decided upon.  Buy-in does not require consensus. Members of great teams learn to disagree with one another and still commit to a decision.

33. KEY POINT KEY POINT – Embracing Accountability  Accountability on a strong team occurs directly among peers.  For a culture of accountability to thrive, a leader must demonstrate a willingness to confront difficult issues.  The best opportunity for holding one another accountable occurs during meetings, and the regular review of a team scoreboard provides a clear context for doing so.

34. KEY POINT KEY POINT – Focusing on Results  The true measure of a great team is that it accomplishes the results it sets out to achieve.  To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs.  To stay focused, teams must publicly clarify their desired results and keep them visible.

35. SUMMARY (cont’d) Ironically, teams succeed because they are exceedingly human. By acknowledging the imperfections of their humanity, members of functional teams overcome the natural tendencies that make trust, conflict, commit- ment, accountability, and focus on results so elusive.

36. Published by JOSSEY-BASS A Wiley Company, 989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com Publishing Information

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