the five dysfunctions of a team jim alampi september 19, 2015september 19, 2015september 19, 2015
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The Five Dysfunctions of a TeamThe Five Dysfunctions of a Team
Jim AlampiJim Alampi
April 19, 2023April 19, 2023
Copyright © 2009 Alampi & Associates, LLC2
Return on Capital InvestedReturn on Capital Invested
““In a study of 3,000 companies, researchers at the In a study of 3,000 companies, researchers at the University of Pennsylvania found that spending 10% of University of Pennsylvania found that spending 10% of revenue on capital improvements boosts productivity by revenue on capital improvements boosts productivity by 3.9%, but a similar investment in developing human 3.9%, but a similar investment in developing human capital increases productivity by 8.5% - more than twice capital increases productivity by 8.5% - more than twice as much.”as much.”
Fast CompanyFast CompanyAugust 2003August 2003
““In a study of 3,000 companies, researchers at the In a study of 3,000 companies, researchers at the University of Pennsylvania found that spending 10% of University of Pennsylvania found that spending 10% of revenue on capital improvements boosts productivity by revenue on capital improvements boosts productivity by 3.9%, but a similar investment in developing human 3.9%, but a similar investment in developing human capital increases productivity by 8.5% - more than twice capital increases productivity by 8.5% - more than twice as much.”as much.”
Fast CompanyFast CompanyAugust 2003August 2003
Copyright © 2009 Alampi & Associates, LLC3
AgendaAgenda
• Level 5 Leadership as a Prerequisite for a Team• The Value of Values Model• Smart and Healthy Executive Leadership Teams• The Four Disciplines of Executive Leadership• Teams• The Five Dysfunctions Model• Team Assessment and Report Tools• Stop Doing/Keep Doing Exercise
Copyright © 2009 Alampi & Associates, LLC4
Leadership Teams Start Leadership Teams Start with Understanding Level with Understanding Level
Five LeadershipFive Leadership
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Level 5 LeadershipLevel 5 Leadership
• What is it? What is it?
• Is it possible?Is it possible?
• Is it fair? Is it fair?
• Are you up to the task?Are you up to the task?
“You can accomplish anything in life, provided that you do not mind who gets the credit”
Harry S. Truman
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Level 5 LeadersLevel 5 Leaders
Source: Source: Good to Great, Good to Great, Jim CollinsJim Collins
Level 5 leaders channel their ego Level 5 leaders channel their ego
needs away from themselves and into needs away from themselves and into
the larger goal of building a great the larger goal of building a great
company. It’s not that level 5 leaders company. It’s not that level 5 leaders
have no ego or self interest. have no ego or self interest.
Indeed, they are incredibly ambitious – but their Indeed, they are incredibly ambitious – but their ambition is first and foremost for the ambition is first and foremost for the institutioninstitution, not , not themselves.themselves.
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Level 5 HierarchyLevel 5 Hierarchy
Level 5 Executive - Builds enduring greatness through a paradoxical blend of personal humility and professional will.
Effective Leader - Catalyzes commitment to and vigorous pursuit of a clear and compelling vision stimulating higher performance.
Competent Manager - Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.
Contributing Team Member - Contributes individual capabilities to the achievement of group objectives and works effectively with others.
Highly Capable Individual - Makes productive contributions through talent, knowledge, skills and good work habits.
Level 5
Level 4
Level 3
Level 2
Level 1
• Unwavering resolve to do what must be doneUnwavering resolve to do what must be done
• Every Good to Great company had a Level 5Every Good to Great company had a Level 5leader during the pivotal transition yearsleader during the pivotal transition years
• They are cut from a different clothThey are cut from a different cloth
• Jim Collins was not looking for this, heJim Collins was not looking for this, hediscovered itdiscovered it
• George Cain of Abbott Labs fired familyGeorge Cain of Abbott Labs fired familymembersmembers
Level 5 LeadersLevel 5 Leaders
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Copyright © 2009 Alampi & Associates, LLC9
• Darwin Smith of Kimberly Clark, a stodgy oldDarwin Smith of Kimberly Clark, a stodgy old
paper company, decided to “Sell the mills” paper company, decided to “Sell the mills”
and become a world class consumer paper and become a world class consumer paper
goods businessgoods business
• Humility + Will = Level 5Humility + Will = Level 5
• It’s about the cause, the work & the mission It’s about the cause, the work & the mission
--not about the individualnot about the individual
Level 5 LeadersLevel 5 Leaders
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Level 5 LeadersLevel 5 Leaders ((It’s Easier to Tell Who Isn’tIt’s Easier to Tell Who Isn’t))
• Who first, then what– The genius with 1,000 helpers
• David Packard and Bill Hewlett – “A” Players• Charisma is a disease
– Strong standards– Not strong personality
• We keep promoting the opposite• People – bus – seats
Copyright © 2009 Alampi & Associates, LLC11
How do You Become Level 5?How do You Become Level 5?
• It’s an iterative process• Fork in the road (1 you, 2 the cause)• What would a Level 5 do?• Track your question-to-statement ratio• Be the last to speak• Make sure everyone has answered your question• Level 5 is a series of Level 5 decisions…
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Level 5?Level 5?
Look for one opportunity where you
are confronted with a decision, where
there is a fork in the road, and you
have to decide about you or the
greater good – take the Level 5 road…
Healthy executive teams do not require Healthy executive teams do not require every member to be a Level 5 leader.every member to be a Level 5 leader.
But the more each member understands But the more each member understands
what Level 5 is and undertakes the what Level 5 is and undertakes the journey, the greater chance there is of a journey, the greater chance there is of a
high-performance executive team.high-performance executive team.
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Leadership Teams Start with Leadership Teams Start with Level Five Leaders Who Have the Level Five Leaders Who Have the
Right ValuesRight Values
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Why Core Values?Why Core Values?
• Guidelines to behavior• “Moments of Truth” decision-making• Hiring
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Copyright © 2009 Alampi & Associates, LLC16
Values-based Hiring MatrixValues-based Hiring Matrix
Values Values AlignmentAlignment
Experience & SkillsExperience & Skills
HH
HHLL
Why Core Values?Why Core Values?
• Guidelines to behavior• Moments of Truth decision-making• Hiring• Annual performance appraisal
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Four Types of ValuesFour Types of Values
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Copyright © 2009 Alampi & Associates, LLC19
The Values ModelThe Values Model
AspirationalAspirationalPermissionPermissionTo PlayTo Play
AccidentalAccidental
CoreCoreValuesValues
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Leadership Teams Start with Leaders Leadership Teams Start with Leaders Who Understand Level Five, Who Understand Level Five, Have the Right Values and Have the Right Values and
Focus on the Healthy Side ofFocus on the Healthy Side ofTheir CompaniesTheir Companies
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Executive Leadership & TeamsExecutive Leadership & TeamsAn organization needs to be An organization needs to be bothboth to be successful to be successful
SmartSmartSmartSmart HealthyHealthyHealthyHealthy
-Strategy-Marketing-Finance-Technology
-Less Politics-Less Confusion-Higher Morale-Higher Productivity-Lower Turnover
* Source: Patrick Lencioni, The Table Group, Inc.
22
* Source: The Four Obsessions of An Extraordinary Executive, Patrick Lencioni, The Table Group, Inc.
Copyright © 2009 Alampi & Associates, LLC
Leadership - Leadership - The Four DisciplinesThe Four Disciplines
4:Reinforce
Clarity ThroughHuman
Systems3:Over-
CommunicateOrganizational
Clarity2:
CreateOrganizational
Clarity1:
Build and Maintain a Cohesive
Leadership Team
Copyright © 2009 Alampi & Associates, LLC
23
TeamsTeams
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Who Said You Have to Be a Team?Who Said You Have to Be a Team?
• No requirement to be a teamNo requirement to be a team• It’s It’s veryvery hard work hard work• Natural state is to be dysfunctionalNatural state is to be dysfunctional• True teams make willing sacrifices to one another to True teams make willing sacrifices to one another to
achieve common goals that lead to joint rewardsachieve common goals that lead to joint rewards• Teams confront behavioral issues readilyTeams confront behavioral issues readily• Teams engage in positive conflict to get the best solution Teams engage in positive conflict to get the best solution
and gain commitmentand gain commitment• Teams keep their egos in checkTeams keep their egos in check• Teams put the success of the organization above any Teams put the success of the organization above any
individual’sindividual’s
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25
The Five DysfunctionsThe Five Dysfunctions
Copyright © 2009 Alampi & Associates, LLC26
Five Dysfunctions OverviewFive Dysfunctions Overview
Fear of
Conflict
Absence of
Trust
Lack of
Commitment
Avoidance of
Accountability
Inattention to
Results Status and EgoStatus and Ego
Low StandardsLow Standards
AmbiguityAmbiguity
Artificial HarmonyArtificial Harmony
InvulnerabilityInvulnerability
EvidenceEvidence
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The Online AssessmentThe Online Assessment
www.tablegroup.com
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Team AssessmentTeam Assessment
Source: Source: www.tablegroup.comwww.tablegroup.com
Team Effectiveness ExerciseTeam Effectiveness Exercise
NameName Do More Of/Keep DoingDo More Of/Keep Doing Needs to Improve/Stop Needs to Improve/Stop DoingDoing
Feedback from my peersFeedback from my peers
What does each of your colleagues do well (keep doing) and how could they make improvements for the team to be more productive.What does each of your colleagues do well (keep doing) and how could they make improvements for the team to be more productive.
Copyright © 2009 Alampi & Associates, LLC29
Copyright © 2009 Alampi & Associates, LLC30
SummarySummary
• Level 5 Leadership as a Prerequisite for a Team• The Value of Values Model• Smart and Healthy Executive Leadership Teams• The Four Disciplines of Executive Leadership• Teams• The Five Dysfunctions Model• Team Assessment and Report Tools• Stop Doing/Keep Doing Exercise
SourcesSources
• The Four Obsessions of an Extraordinary Executive, Patrick Lencioni
• The Five Dysfunctions of a Team, Patrick Lencioni• Good to Great, Jim Collins• Built to Last, Jim Collins
Copyright © 2009 Alampi & Associates, LLC31
Contact InformationContact Information
Copyright © 2009 Alampi & Associates, LLC32
Alampi & Associates, LLC248.349.6045 office248.869.6016 fax248.342.7207 cell
jim@alampi.comwww.alampi.com
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