aasb 2011 summer conference

AASB 2011 Summer Conference

Overcoming the 5 Dysfunctions of a Team

Pam [email protected]

850 572-3750

mailto:[email protected]


#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.

The Five Dysfunctions of a Team

Focus on Collective Outcomes

Confront Difficult Issues

Force Clarity and Closure

Demand Debate

Be Vulnerable

The Role of the Leader…


Team Assessment

Dysfunction 1

Absence of Trust

Dysfunction 2

Fear of Conflict

Dysfunction 3

Lack of Commitment

Dysfunction 4

Avoidance of Accountability

Dysfunction 5

Inattention to Results

Statement 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: Total: Total: Total: Total:


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 aTeam


Still wondering?

• 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….”.

It’s not your first team …


Dysfunction # 1: ABSENCE OF TRUST

Strategy for Overcoming:· Identify and discuss individual strengths and weaknesses· Spend considerable time in face-to-face meetings and working sessions

Dysfunction # 2: FEAR OF CONFLICT

Strategy for Overcoming:· Acknowledge that conflict is required for productive meetings· Establish common ground rules for engaging in conflict· Understand individual team member’s natural conflict styles

Dysfunction # 3: LACK OF COMMITMENT

Strategy for Overcoming:· Review commitments at the end of each meeting to ensure all team members are

aligned· Adopt a “disagree and commit” mentality—make sure all team members are

committed regardless of initial disagreements

Dysfunction # 4: AVOIDANCE OF ACCOUNTABILITY

Strategy for Overcoming:· Explicitly communicate goals and standards of behavior· Regularly discuss performance versus goals and standards

Dysfunction # 5: INATTENTION TO RESULTS

Strategy for Overcoming:· Keep the team focused on tangible group goals· Reward individuals based on team goals and collective success

Overcoming The Five Dysfunctions


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.

Personal Histories Exercise


Energy Focus

Extraversion IntroversionE I

Paying Attention

Sensing iNtuitionS N

Thinking Feeling

T FMaking Decisions

Judging Perceiving

J P

Work/Lifestyle

Myers Briggs Type Indicator


The Four Temperaments

NF SJ

SPNT


NF

SP

SJ

NT

Is it good & helpful

for people?

Is it economical, dependable

and customary?

Will it work?

How fast can I fix

it?

What are the long- range effects

?

What I Must Know


Encouraging Conflict

Be miners of conflict

Give real-time permission


Encouraging Conflict - TKI

Thomas-Kilman conflict mode instrument: conflict workshop facilitator's guide. (1996). Palo Alto, CA: Consulting Psychologists Press, Inc.


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?

Conflict Profile Discussion


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

• Other

Discuss 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?

Conflict Norming Exercise


Core Purpose Why does the company exist? (beyond making money)

Values What traits are inherent and important in the organization? (limits of diversity)

Business Definition What specifically does the business do?(no flowery adjectives)

Strategy How does the organization purposefully differentiate itself against competitors? (“everything/nothing”)

Goals What is the organization aligned around?

Roles & Responsibilities

Who does what?

Teams must be in alignment around a number of key questions that define their business and where it is headed. These include the following:

Organizational Clarity


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 during meetings?

5. Do team members complain about having to attend meetings? 6. Do you find that meetings end without resolution of critical issues?

7. Do you discuss administrative, tactical and strategic topics during the same meetings?

8. Are important discussions cut short because of time constraints?

9. Is your team reluctant to go off-site more than once a year to review the state of the organization and business?

10. Do team members seem disengaged during meetings?

The Meetings Quiz


The Four Meetings

from: Death by Meeting


Tactical Meeting Guide

Weekly Tactical Meeting Guide

I. Lightning Round Notes II. Scoreboard Review

III. Tactical Agenda Items IV. Potential Strategic Topics

V. Decisions/Actions VI.Cascading Messages

Date: __________________

TopicOrder Topic

Defining Objectives

Our Thematic Goal

Standard Operating Objectives


Team Effectiveness Exercise

How You Currently What You Can Do To Add Value To the Team Add Even More Value

Team Member


Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has.

Margaret Mead


Energy Focus

Extraversion IntroversionE I

Paying Attention

Sensing iNtuitionS N

Thinking Feeling

T FMaking Decisions

Judging Perceiving

J P

Work/Lifestyle

Myers Briggs Type Indicator


Source of energy is from the outer world.

Prefer: Interaction Discussion Spoken word Meetings Think out loud Action Breath of interests

Like 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 world

Prefer: Quiet Concentration Reflection Written word Memos Think, then speak Introspection Depth of interests

Like quiet for concentration. Can work on one project for a long time. Work alone contentedly preferably without

interruptions. Think before they act, sometimes without

acting May prefer to learn by reading rather than

talking or experiencing

“Thanks for leaving!” “I need to concentrate.” “I need to think about it.”

EXTRAVERSION INTROVERSION

Myers-Briggs Type Indicator – Where do you get your energy?


Information they pay attention to: Facts Present time What is practical Specifics What is real Usefulness

Thinking process: Step by step Pieces What 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: Possibilities Future time What is innovative Generalities What could be Novelty

Thinking process: Leap around Patterns What 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…”

SENSING INTUITION

Myers-Briggs Type Indicator –How do you access/gather information?


In making decisions: Objective Based on principles Logical Analytical Detached Solution oriented

Focus 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-minded Need 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: Subjective Based on circumstances Persuasive Appreciative Involved Empathetic

Focus 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.

THINKING FEELING

Myers-Briggs Type IndicatorHow do you evaluate information?


Prefer to work in environment that is: Structured Planned Controlled Scheduled Organized Definite Decided

Issues 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: Flexible Open ended Adaptable Spontaneous Responsive Tentative Wait and See

Deal 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.”

JUDGING PERCEIVING

Myers-Briggs Type Indicator-How do you approach daily life?


SUSCEPTIBILITY TO THE FIVE TEMPTATIONS

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 debate

Rank ______ 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 risks

Rank ______ I. Openly share opinions during meetings ______ J. Comfortable accepting compliments______ K. Deliver on commitments______ L. Push employees and coach them for improvement

Rank ______ 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

Rank ______ 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 others

The Five Temptations of a CEO

This 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 4• Mark your strongest area as a 1 and your least strong area as a 4 (compared to

the other statements in that group)


1. In 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.

2. Add up the point total under each Temptation. 3. 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.

THE RESULTS

2. Based on this assessment and my qualitative assessment I am strongly tempted by the following Temptation(s):

Status vs. ResultsStatement Ranking/

PointsA. ______F. ______K. ______P. ______

Point Total ______

Popularity vs. AccountabilityStatement Ranking/Points

B. ______G. ______L. ______Q. ______

Point Total ______

Certainty vs. ClarityStatement Ranking/Points

C. ______H. ______M. ______R. ______

Point Total ______

Harmony vs. ConflictStatement Ranking/Points

D. ______I. ______N. ______S. ______

Point Total ______

Invulnerability vs. TrustStatement Ranking/Points

E. ______J. ______O. ______T. ______

Point Total ______

The Five Temptations of a CEO

aasb 2011 summer conference

Documents

team assessmentdysfunction

absence of trustthe

lack of commitmentdysfunction

lack of commitmentstrategy

fear of conflictdysfunction

fear of conflictstrategy

departmentdivision vs

individual strengths