Are you running a truly cohesive team in your business?
It takes effort to build a cohesive team, but the process does not have to be complicated and the rewards can be great. In fact, keeping it simple is essential. Based on the best-selling book, The Five Dysfunctions of a Team by Patrick Lencioni, this deck aims to provide a clear, concise and practical guide to improving your team
1. Are you running a truly cohesive team in your business?
It takes effort to build a cohesive team, but the process does not have
to be complicated and the rewards can be great. In fact, keeping it
simple is essential. Based on the best-selling book, The Five
Dysfunctions of a Team by Patrick Lencioni, this deck aims to provide
a clear, concise and practical guide to improving your team
There is a link at the end of this deck to the associated blog and
webinar recording
6. Trust
Building Trust – Vulnerability without
repercussions
• A willingness to be completely
vulnerable with one another
• Confidence among team members
that we all have good intentions
and that there is no reason to build
protective fences – that we can be
open
7. Absence of Trust
Building Trust – Vulnerability without
repercussions
• Conceal their weakness and mistakes from one another
• Hesitate to ask for help or provide constructive feedback
• Hesitate to offer help outside their own area of
responsibility
• Fail to recognize and tap into one another’s skills and
experience
• Hold grudges
• -Dread meetings and find reasons to avoid spending
time together
8. • The leader must create an environment
that does not punish vulnerability.
• Undertake Personality and Behavioral
Profiling
• Personal Histories Exercise
• Do what we say we will do: Follow
through! actions speak louder than
words!
• Team Effective Exercise What makes an
effective team – and what doesn’t!
How can we Build Trust?
10. Mastering Conflict– engaging in constructive
debate around issues & ideas
Conflict
Artificial
Harmony
Aggressive &
Destructive
Politics
Constructive
Conflict
11. • Acknowledge that conflict is
productive, and that many teams have a
tendency to avoid it.
• Mining Team Members must
occasionally assume the role of a “miner
of conflict” -- someone who extracts
buried disagreements within the team
Overcoming Fear of Conflict
13. Achieving Commitment– Moving towards
complete buy-in
Commitment
• Clarity around decisions
• Moving towards complete buy-in from every
member of the team – even those who may have
initially disagreed with the decision
14. • Make sure you enable conflict! Get
everyone’s ideas out
• Explain why going with particular
decision –and why not others
• Communicate!: formulate action plan,
communicate quickly and
comprehensively
• Set and honour deadlines, including
interim milestones.
• Contingency and worst case scenario
analysis: remove the fear from
mistakes
Overcoming lack of commitment
16. Embracing Accountability – Full
Attainment of Commitments
Accountability
“The willingness of team members to call their peers on performance or
behaviours that might hurt the team”
17. Embracing Accountability – Full
Attainment of Commitments
Accountability
• Ensures that poor performers feel pressure to improve
• Identifies quickly problem by questioning one’s approach without
hesitation
•Establishes respect among the team who are held to the same
standard
•Avoids excessive bureaucracy around performance management and
corrective action
A Team that Embraces Accountability:
18. • Publication of goals and standards: no-one
can ignore them and we know who is
responsible for what
• Simple and regular progress review : team
members should comment on their peer
performance against objectives and
standards
• Reward team instead of individuals
• Do not relegate accountability to
consensus approach: shared team
responsibility with individual accountability
Overcoming Avoidance of Accountability:
20. Focusing on Results – Focus on Collective
Outcome
Results
• Refer to the collective goals of the team – not individuals
• Are not limited to financial measures, but are also related to
expectations and outcome based performance
21. • Team members value collective
success more than individual
• Team members willingly make
sacrifices in their areas for the good of
the team
• When the team fails to achieve
collective goals, each member takes
personal responsibility to improve the
team’s performance
• Team members are quick to point out
the contributions and achievements of
others
When a team is focused on results
23. The Five Behaviours of a Cohesive
Team Assessment Profile
kevin@bizsmart.co.uk
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