Leadership Thoughts | Issue #183
"The foundation of great teamwork is trust, where members believe in the group’s collective strength and purpose."
Recently, my thoughts about leadership have been centered on teams and teamwork. Throughout my studies, I have come across various teaming concepts, with my go-to resource being "The Five Dysfunctions of a Team" by Patrick Lencioni. I first read this book when it was published in 2002. While looking for the book, I remember giving away my original copy of the book, so I ordered the 20th-anniversary edition published in 2022 and the field guide. I have refreshed my understanding of Lencioni's work by re-reading and listening to the audio version. Despite significant technological and global advancements since 2002, successful teams' fundamental values, structure, and principles have remained consistent. In this blog, I will examine the dysfunctions of teams while attempting to pique your interest in teams and teamwork.
In the words of Lencioni (2022), "Not finance. Not strategy. Not technology. Teamwork remains the ultimate competitive advantage because it is so powerful and rare."
Teams are essential to any organization's success, but it's concerning that many leaders need to pay more attention to the essential components and principles of teamwork. Leaders often create teams, delegate tasks to teams, and expect them to function, but the reality is that many teams are dysfunctional.
Sometimes, a group of people is labeled as a team when, in fact, it is not. It may be a collection of individuals without a clear purpose and mutual accountability. According to Lencioni (2002), a team is a relatively small number of people (anywhere from three to twelve) that share common goals. These common goals are the driving force behind the team's actions and decisions. As you consider your membership in various groups, first determine if it is a team or a group of individuals that come together with a clear purpose and accountability.
In The Five Dysfunctions of a Team, Lencioni outlines a model for understanding the root causes of team dysfunction. These dysfunctions prevent organizations from achieving their full potential, even if they have talented members. Understanding and overcoming these dysfunctions is essential for leaders who want to build cohesive and high-performing teams.
Here's a breakdown of Lencioni's five dysfunctions:
1. Absence of Trust
A lack of trust is the foundation of every dysfunctional team. In this context, trust refers to vulnerability-based trust, where team members feel comfortable being open about their weaknesses, mistakes, and fears. Without this, people are more likely to hide mistakes, avoid asking for help, or withhold feedback—all of which can hinder the team's progress.
Overcoming the absence of trust dysfunction: Leaders must create a safe environment where team members feel comfortable being vulnerable. This can be achieved through team-building exercises, open communication, and leading by example. When leaders admit their mistakes, they encourage others to do the same, fostering a culture of trust.
2. Fear of Conflict
Once trust is established, the subsequent dysfunction to tackle is the fear of conflict. In dysfunctional teams, members avoid difficult conversations or debates, fearing that it will lead to personal attacks or resentment. However, conflict is essential for innovation and problem-solving.
Overcoming the fear of conflict dysfunction: Encourage open and honest discussions. Leaders should model healthy conflict by encouraging debates around ideas without allowing them to become personal. Setting ground rules for respectful discussions can help ensure that conflict is productive and not destructive.
3. Lack of Commitment
Team members must be heard and understood to commit to team decisions fully. This dysfunction arises from the fear of conflict—if people don't voice their opinions or feel their input is valued, they won't take ownership of the group's decisions.
Overcoming the lack of commitment dysfunction: The key is ensuring all team members have a voice in decision-making, even if their ideas aren't ultimately chosen. Leaders should strive for clarity and alignment after making decisions, ensuring everyone is on the same page and fully committed to the team's goals.
4. Avoidance of Accountability
When commitment is lacking, it's easier for team members to hold each other accountable. In teams with this dysfunction, people avoid uncomfortable conversations about performance or behavior, allowing problems to fester. Over time, this can lead to resentment and lower team standards.
Overcoming the avoidance of accountability dysfunction: Leaders must foster a culture where accountability is the norm, not the exception. This can be done by setting clear standards and expectations and empowering team members to hold one another accountable for meeting them. Regular check-ins and feedback sessions can also help.
5. Inattention to Results
The final dysfunction occurs when team members put their personal success or departmental goals ahead of the team's collective results. This can happen when there's a lack of accountability or team members aren't fully invested in the team's goals.
Overcoming the inattention to results dysfunction: Teams must develop a shared focus on collective results. Leaders should emphasize the importance of team goals over individual achievements and constantly remind the team of the larger objective. Recognizing and rewarding team achievements over individual contributions can help reinforce this focus.
Conclusion
Building a cohesive team is challenging, but leaders can create a strong foundation for success by understanding and addressing these five dysfunctions. The key to overcoming these dysfunctions is fostering trust, encouraging healthy conflict, ensuring commitment, promoting accountability, and focusing on results. By doing so, teams can unlock their full potential and achieve extraordinary results.
Lencioni, P. (2022). The five dysfunctions of a team: A leadership fable (20th anniversary ed.). Jossey-Bass.
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