This document discusses building high-performance teams. It explains that teams are inherently dysfunctional because they are made up of imperfect humans. Building an effective team requires mastering behaviors that foster trust, overcome fear of conflict, drive commitment, encourage accountability, and focus on results. The leader's role is to demonstrate vulnerability, reduce fear of conflict, expect commitment, enhance accountability, and focus on collective results. Mastering these behaviors can help teams perform at their highest level.

1. Building High
Performance Teams

2. If you depend on yourself to be the only leader,
you will find it physically and emotionally
impossible.
Your top team must be a group of people you
completely trust.
You can’t be the only one concerned with this
issues of growth.
---Jana Matthews-- Building an Awesome Organization

3. Because teams are made up of imperfect human
beings, they are inherently dysfunctional.
Building “team” comes down to mastering a set of
behaviors that are theoretically uncomplicated but
extremely difficult to put into practice everyday.
Patrick Lencioni- The Five Dysfunction's
of a Team

4. Ponder this:
Think of one “real world” example when you were part of a
winning “TEAM”.
What were the critical elements of its success?
Was there ever internal conflict?
If so-- how did the team handle it?
Did the various team members trust each other?
How was that exhibited?

5. The Five Dysfunctions of a Team
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
P. Lencioni

6. Red Flags
You have a poorly functioning team if:
Top team members are focused solely on running their own
departments and have little appreciation of other departments
People get inconsistent messages from top team members
Difficult to achieve consensus among top team
Top team members complain that they do not get enough time with
you or you with them
Your team members are still coming to you for decisions
Top team members “don’t have time for meetings”
People believe that leadership is constantly changing directions
Big decisions are announced but rationale is not explained

7. Team Discussion
Take Survey that the facilitator has for you.
Note which area(s) are most troublesome to you?
Initial your trouble area on the white board grid.

8. I. Absence of Trust
Trust lies at the heart of a functioning, cohesive team.
Without it, teamwork is all but impossible.
Enables team members to feel that their peer’s intentions are good
and there is no reason to be protective.
Vunerablilities: Weakness, skill deficiencies, interpersonal
shortcomings, mistake and requests from help .
Problems stem from unwillingness to be “vulnerable” within the
group
Problem is: We have been taught to be competitive and protective of
our reputations.

9. What happens when there is an
Absence of Trust ?
People:
Conceal their weakness and mistakes from one another
Hesitate to ask for help or provide constructive feedback
Hesitate to offer help outside their own responsibility
Jump to conclusions about the intentions and aptitudes of
other without attempting to clarify them
Fail to recognize and tap into one another’s skills and
experiences
Hold grudges
Dread meetings and find reasons to avoid spending time
together.

10. Trust Assessment Score

11. Strategies to Eliminate:
Absence of Trust
Identify and discuss individual strengths and weaknesses
Spend considerable time in face to face meetings and working
sessions
Admit weaknesses and mistakes and ask for help
Accept questions and input about your area of responsibility
Take risks in offering feedback and assistance
Appreciate and tap into one anothers skills and experiences
Offer and accept apologies without hesitation
Look forward to meetings and other opportunities to work as a
group

12. II. Fear of Conflict
The desire to preserve artificial harmony stifles the occurrence
of productive, ideological conflict.
By building trust-- the team do not hesitate to engage in
passionate debate without punishment.
Purpose is to produce the best possible solution.
It is not--- Destructive fighting or interpersonal politics.

13. Teams that avoid 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 meetings
Waste valuable time

14. Conflict Assessment Score

15. Strategies to overcome:
Fear of Conflict
Acknowledge that conflict is required for productive meetings
Establish common ground rules for engaging in conflict
Understand individual team members natural conflict styles
Coach one another not to retreat from conflict
Productive Conflict leads to commitment

16. III. Lack of Commitment
The lack of clarity or buy in that prevents team members from making
decisions they will stick to.
Cause number one: Consensus
Great teams achieve buy in even when complete agreement is
impossible
All views are considered but they rally around the decision
made by group
Impasses are resolved by leader
Cause number two: Certainty
A decision is better than no decision
Paralysis by analysis destroys team confidence
Conflict releases the group genius

17. Teams with a
Lack of Commitment
Create ambiguity among the team about direction and priorities
Watch windows of opportunity close due to excessive analysis and
delay
Breed lack of confidence and fear of failure
Revisits discussions and decisions again and again
Encourage second-guessing among team members

18. Commitment Assessment Score

19. ATeam 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

20. Strategies to build a
Team that Commits
Review Commitments at the end of each meeting to
ensure all team members are aligned.
Cascading Messages--agreement on what was said and
what needs to be communicated.
Establish Deadlines and honor them
Adopt a “disagree and commit” mentality-- make sure
that all team members are committed regardless of initial
disagreements

21. IV. Avoidance of Accountability
The need to avoid interpersonal discomfort prevents team
members from holding one another accountable for their
behaviors and performance.
Great teams hold one another accountable--thus
demonstrating respect and have high expectations
Teams must have a strong sense of what is expected.

22. ATeam that avoids Accountability
Create Resentment among team members who have
different standards of performance
Encourages mediocrity
Miss deadlines and deliverables
Places an undue burden on the team leader as the sole
source of discipline

23. ATeam that holds one another
Accountable
Ensures that poor performers feel pressure to improve
Identifies potential problems quickly by questioning
one another’s approaches without hesitation
Establishes respect among team members who are
held to same high standards
Avoids excessive bureaucracy around performance
management and corrective action.

24. Accountability Score

25. Strategies for overcoming
Avoidance of Accountability
Adherence to a few classic managerial tools
Publication of goals and standards
Clearly communicate goals and standards
of behavior.
The enemy of accountability is ambiguity
Regularly discuss performance verses
goals and standards
Simple and regular progress reports
A little structure is key
Team members should regularly
communicate with each
Team Rewards
Shift away from individual rewards--
(encourages the team to act.)

26. V. Inattention to Results
Pursuit of individual goals and personal status erodes the focus on
collective success.
Team stagnates / fails to grow
Rarely defeat competitors
Loses achievement-oriented employees
Encourages team members to focus on their own career and
individual goals
Team is easily distracted

27. Inattention to Results Score

28. Strategies for Overcoming:
Inattention to Results
Teams should focus is on Collective results
Retain achievement-oriented employees
Minimize individualistic behavior
Results:
Benefit from individuals who subjugate their own goals/
interest for the good of the team
Avoids distraction

29. The Leaders Role
One: Building Trust
Demonstrate Vulnerability First
Risk losing face
Do not punish vulnerability
Be genuine
Two: Reduce Fear Of Conflict
Avoid protecting team members
Mine for conflict
Do not take conflict off line
Adherence to schedule

30. The Leaders Role
Three: Expect Commitment
Be comfortable with prospect of a decision that could
turn out wrong.
Constantly push for group closure around issues
Adhere to set schedules
Four: Enhance Accountability
Allow team dynamics to work
Serve as the ultimate arbiter of discipline if the team
fails
Five: Focus on Results
Set the tone for results focus
Be selfless and objective
Reserve rewards and recognition for those who
make real contributions to team goals.