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Book Notes > The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni > Flashcards

The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni Flashcards

1
Q

Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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2
Q

“If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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3
Q

“If your concern is about this Napa off-site thing, then I think we may have our priorities confused. We need to be out there selling.” Kathryn took a breath and smiled to conceal her frustrations. “First of all, I only have one priority at this point: we need to get our act together as a team, or we’re not going to be selling anything.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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4
Q

a fractured team is just like a broken arm or leg; fixing it is always painful, and sometimes you have to rebreak it to make it heal correctly. And the rebreak hurts a lot more than the initial break, because you have to do it on purpose.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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5
Q

“Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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6
Q

“The fact is, if we don’t trust one another—and it seems to me that we don’t—then we cannot be the kind of team that ultimately achieves results.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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7
Q

I’d have to say that every effective team I’ve ever observed had a substantial level of debate. Even the most trusting teams mixed it up a lot.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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8
Q

I want you all to do two things: be present and participate.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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9
Q

It was really quite amazing. After just forty-five minutes of extremely mild personal disclosure, the team seemed tighter and more at ease with each other than at any time during the past year. But Kathryn had been through this enough to know that the euphoria would diminish as soon as the conversation shifted to work.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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10
Q

“Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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11
Q

the ultimate dysfunction: the tendency of team members to seek out individual recognition and attention at the expense of results. And I’m referring to collective results—the goals of the entire team.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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12
Q

when everyone is focused on results and using those to define success, it is difficult for ego to get out of hand. No matter how good an individual on the team might be feeling about his or her situation, if the team loses, everyone loses.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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13
Q

“The key, of course, is to define our goals, our results, in a way that is simple enough to grasp easily, and specific enough to be actionable. Profit is not actionable enough. It needs to be more closely related to what we do on a daily basis.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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14
Q

they narrowed them to seven: revenue, expenses, new customer acquisition, current customer satisfaction, employee retention, market awareness, and product quality. They also decided that these should be measured monthly, because waiting a full quarter to track results didn’t give them enough opportunities to detect problems and alter activities sufficiently.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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15
Q

“All of you, every one of you, are responsible for sales. Not just JR. All of you are responsible for marketing. Not just Mikey. All of you are responsible for product development, customer service, and finance.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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16
Q

“Politics is when people choose their words and actions based on how they want others to react rather than based on what they really think.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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17
Q

“If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict. And we’ll just continue to preserve a sense of artificial harmony.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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18
Q

“The next dysfunction of a team is the lack of commitment and the failure to buy in to decisions.” She wrote the dysfunction above the previous one. “And the evidence of this one is ambiguity,”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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19
Q

“I’m talking about committing to a plan or a decision, and getting everyone to clearly buy in to it. That’s why conflict is so important.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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20
Q

“So this isn’t a consensus thing.” Jan’s statement was really a question. “Heavens no,” insisted Kathryn, sounding like a school teacher again. “Consensus is horrible. I mean, if everyone really agrees on something and consensus comes about quickly and naturally, well that’s terrific. But that isn’t how it usually works, and so consensus becomes an attempt to please everyone.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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21
Q

The point here is that most reasonable people don’t have to get their way in a discussion. They just need to be heard, and to know that their input was considered and responded to.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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22
Q

“Yeah, in my last company we called it ‘disagree and commit.’ You can argue about something and disagree, but still commit to it as though everyone originally bought into the decision completely.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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23
Q

“Once we achieve clarity and buy-in, it is then that we have to hold each other accountable for what we sign up to do, for high standards of performance and behavior.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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24
Q

“No buy-in. People aren’t going to hold each other accountable if they haven’t clearly bought in to the same plan. Otherwise, it seems pointless because they’re just going to say, ‘I never agreed to that anyway.’”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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25
Q

“Yes. Meetings. If we cannot learn to engage in productive, ideological conflict during meetings, we are through.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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26
Q

“And I’m not joking when I say that. Our ability to engage in passionate, unfiltered debate about what we need to do to succeed will determine our future as much as any products we develop or partnerships we sign.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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27
Q

But if you really think about it, meetings should be at least as interesting as movies.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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28
Q

“Let me assure you that from now on, every staff meeting we have will be loaded with conflict. And they won’t be boring. And if there is nothing worth debating, then we won’t have a meeting.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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29
Q

“Can’t we have more than one overarching goal?” Kathryn shook her head. “If everything is important, then nothing is.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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30
Q

“During the next two weeks I am going to be pretty intolerant of behavior that demonstrates an absence of trust, or a focus on individual ego. I will be encouraging conflict, driving for clear commitments, and expecting all of you to hold each other accountable. I will be calling out bad behavior when I see it, and I’d like to see you doing the same. We don’t have time to waste.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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31
Q

You have to decide what is more important: helping the team win or advancing your career.” Even Kathryn thought she sounded a little harsh, but she knew what she was doing. “I don’t see why those have to be mutually exclusive,” Nick argued. “They’re not. It’s just that one has to be more important than the other.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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32
Q

when a company has a collection of good managers who don’t act like a team, it can create a dilemma for them, and for the company. You see, it leads to confusion about who their first team is.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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33
Q

all of this relates to the last dysfunction—putting team results ahead of individual issues. Your first team has to be this one.” She looked around the room to make it clear that she was referring to the executive staff.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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34
Q

let’s not pretend we’re doing anything wrong. We owe it to our shareholders, and our employees, to figure out the right way to use our money. This is not a religious battle. It’s about strategy.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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35
Q

Some people are hard to hold accountable because they are so helpful. Others because they get defensive. Others because they are intimidating. I don’t think it’s easy to hold anyone accountable, not even your own kids.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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36
Q

Trust is knowing that when a team member does push you, they’re doing it because they care about the team.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

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37
Q

It still feels like we’re fighting.” “You are fighting. But about issues. That’s your job. Otherwise, you leave it to your people to try to solve problems that they can’t solve. They want you to hash this stuff out so they can get clear direction from us.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

38
Q

“I don’t think anyone ever gets completely used to conflict. If it’s not a little uncomfortable, then it’s not real. The key is to keep doing it anyway.”

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

39
Q

genuine teamwork in most organizations remains as elusive as it has ever been.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

40
Q
  1. The first dysfunction is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust. 2. This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments. 3. A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings. 4. Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team. 5. Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.
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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

41
Q

They trust one another. 2. They engage in unfiltered conflict around ideas. 3. They commit to decisions and plans of action. 4. They hold one another accountable for delivering against those plans. 5. They focus on the achievement of collective results.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

42
Q

3 = Usually 2 = Sometimes 1 = Rarely _____ 1. Team members are passionate and unguarded in their discussion of issues. _____ 2. Team members call out one another’s deficiencies or unproductive behaviors. _____ 3. Team members know what their peers are working on and how they contribute to the collective good of the team. _____ 4. Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team. _____ 5. Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of expertise for the good of the team. _____ 6. Team members openly admit their weaknesses and mistakes. _____ 7. Team meetings are compelling, and not boring. _____ 8. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there was initial disagreement. _____ 9. Morale is significantly affected by the failure to achieve team goals. _____ 10. During team meetings, the most important—and difficult—issues are put on the table to be resolved. _____ 11. Team members are deeply concerned about the prospect of letting down their peers. _____ 12. Team members know about one another’s personal lives and are comfortable discussing them. _____ 13. Team members end discussions with clear and specific resolutions and calls to action. _____ 14. Team members challenge one another about their plans and approaches. _____ 15. Team members are slow to seek credit for their own contributions, but quick to point out those of others.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

43
Q

DYSFUNCTION I: ABSENCE OF TRUST

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

44
Q

In the context of building a team, trust is the confidence among team members that their peers’ intentions are good, and that there is no reason to be protective or careful around the group. In essence, teammates must get comfortable being vulnerable with one another.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

45
Q

it is only when team members are truly comfortable being exposed to one another that they begin to act without concern for protecting themselves.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

46
Q

Achieving vulnerability-based trust is difficult

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

47
Q

Members of teams with an absence of trust… Conceal their weaknesses and mistakes from one another Hesitate to ask for help or provide constructive feedback Hesitate to offer help outside their own areas of responsibility Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them Fail to recognize and tap into one another’s skills and experiences Waste time and energy managing their behaviors for effect Hold grudges Dread meetings and find reasons to avoid spending time together

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

48
Q

Members of trusting teams… Admit weaknesses and mistakes Ask for help Accept questions and input about their areas of responsibility Give one another the benefit of the doubt before arriving at a negative conclusion Take risks in offering feedback and assistance Appreciate and tap into one another’s skills and experiences Focus time and energy on important issues, not politics Offer and accept apologies without hesitation Look forward to meetings and other opportunities to work as a group

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

49
Q

vulnerability-based trust cannot be achieved overnight. It requires shared experiences over time,

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

50
Q

The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

51
Q

leaders must create an environment that does not punish vulnerability.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

52
Q

best ways to lose the trust of a team is to feign vulnerability in order to manipulate the emotions of others.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

53
Q

DYSFUNCTION 2: FEAR OF CONFLICT

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

54
Q

All great relationships, the ones that last over time, require productive conflict in order to grow.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

55
Q

When team members do not openly debate and disagree about important ideas, they often turn to back-channel personal attacks, which are far nastier and more harmful than any heated argument over issues.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

56
Q

It is also ironic that so many people avoid conflict in the name of efficiency, because healthy conflict is actually a time saver.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

57
Q

One of the most difficult challenges that a leader faces in promoting healthy conflict is the desire to protect members from harm.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

58
Q

it is key that leaders demonstrate restraint when their people engage in conflict, and allow resolution to occur naturally, as messy as it can sometimes be. This can be a challenge because many leaders feel that they are somehow failing in their jobs by losing control of their teams during conflict.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

59
Q

DYSFUNCTION 3: LACK OF COMMITMENT

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

60
Q

In the context of a team, commitment is a function of two things: clarity and buy-in. Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision. They leave meetings confident that no one on the team is quietly harboring doubts about whether to support the actions agreed on.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

61
Q

The two greatest causes of the lack of commitment are the desire for consensus and the need for certainty:

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

62
Q

reasonable human beings do not need to get their way in order to support a decision, but only need to know that their opinions have been heard and considered.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

63
Q

Great teams also pride themselves on being able to unite behind decisions and commit to clear courses of action even when there is little assurance about whether the decision is correct.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

64
Q

it is better to make a decision boldly and be wrong—and then change direction with equal boldness—than it is to waffle.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

65
Q

behavior of dysfunctional teams that try to hedge their bets and delay important decisions until they have enough data to feel certain that they are making the right decision.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

66
Q

A team that fails to commit… Creates ambiguity among the team about direction and priorities Watches windows of opportunity close due to excessive analysis and unnecessary delay Breeds lack of confidence and fear of failure Revisits discussions and decisions again and again Encourages second-guessing among team members A team 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

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

67
Q

committing to deadlines for intermediate decisions and milestones is just as important as final deadlines, because it ensures that misalignment among team members is identified and addressed before the costs are too great.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

68
Q

More than any other member of the team, the leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong. And the leader must be constantly pushing the group for closure around issues, as well as adherence to schedules that the team has set.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

69
Q

In order for teammates to call each other on their behaviors and actions, they must have a clear sense of what is expected.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

70
Q

DYSFUNCTION 4: AVOIDANCE OF ACCOUNTABILITY

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

71
Q

Accountability is a buzzword that has lost much of its meaning as it has become as overused as terms like empowerment and quality. In the context of teamwork, however, it refers specifically to the willingness of team members to call their peers on performance or behaviors that might hurt the team.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

72
Q

The essence of this dysfunction is the unwillingness of team members to tolerate the interpersonal discomfort that accompanies calling a peer on his or her behavior and the more general tendency to avoid difficult conversations.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

73
Q

More than any policy or system, there is nothing like the fear of letting down respected teammates that motivates people to improve their performance.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

74
Q

A team that avoids accountability… Creates resentment among team members who have different standards of performance Encourages mediocrity Misses deadlines and key deliverables Places an undue burden on the team leader as the sole source of discipline A team 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 the same high standards Avoids excessive bureaucracy around performance management and corrective action

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

75
Q

Publication of Goals and Standards A good way to make it easier for team members to hold one another accountable is to clarify publicly exactly what the team needs to achieve, who needs to deliver what, and how everyone must behave in order to succeed. The enemy of accountability is ambiguity, and even when a team has initially committed to a plan or a set of behavioral standards, it is important to keep those agreements in the open so that no one can easily ignore them.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

76
Q

Team members should regularly communicate with one another, either verbally or in written form, about how they feel their teammates are doing against stated objectives and standards. Relying on them to do so on their own, with no clear expectations or structure, is inviting the potential for the avoidance of accountability.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

77
Q

Team Rewards By shifting rewards away from individual performance to team achievement, the team can create a culture of accountability.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

78
Q

One of the most difficult challenges for a leader who wants to instill accountability on a team is to encourage and allow the team to serve as the first and primary accountability mechanism. Sometimes strong leaders naturally create an accountability vacuum within the team, leaving themselves as the only source of discipline. This creates an environment where team members assume that the leader is holding others accountable, and so they hold back even when they see something that isn’t right.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

79
Q

If teammates are not being held accountable for their contributions, they will be more likely to turn their attention to their own needs, and to the advancement of themselves or their departments. An absence of accountability is an invitation to team members to shift their attention to areas other than collective results.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

80
Q

DYSFUNCTION 5: INATTENTION TO RESULTS

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

81
Q

The ultimate dysfunction of a team is the tendency of members to care about something other than the collective goals of the group.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

82
Q

As obvious as this dysfunction might seem at first glance, and as clear as it is that it must be avoided, it is important to note that many teams are simply not results focused. They do not live and breathe in order to achieve meaningful objectives, but rather merely to exist or survive. Unfortunately for these groups, no amount of trust, conflict, commitment, or accountability can compensate for a lack of desire to win.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

83
Q

A team that focuses on collective results… Retains achievement-oriented employees Minimizes individualistic behavior Enjoys success and suffers failure acutely Benefits from individuals who subjugate their own goals/interests for the good of the team Avoids distractions

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

84
Q

Teams that are willing to commit publicly to specific results are more likely to work with a passionate, even desperate desire to achieve those results. Teams that say, “We’ll do our best,” are subtly, if not purposefully, preparing themselves for failure.

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The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

85
Q

Results-Based Rewards An effective way to ensure that team members focus their attention on results is to tie their rewards, especially compensation, to the achievement of specific outcomes. Relying on this alone can be problematic because it assumes that financial motivation is the sole driver of behavior. Still, letting someone take home a bonus merely for “trying hard,” even in the absence of results, sends a message that achieving the outcome may not be terribly important after all.

A

The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

86
Q

Perhaps more than with any of the other dysfunctions, the leader must set the tone for a focus on results. If team members sense that the leader values anything other than results, they will take that as permission to do the same for themselves.

A

The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

87
Q

teamwork ultimately comes down to practicing a small set of principles over a long period of time. Success is not a matter of mastering subtle, sophisticated theory, but rather of embracing common sense with uncommon levels of discipline and persistence.

A

The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

88
Q

Ironically, teams succeed because they are exceedingly human. By acknowledging the imperfections of their humanity, members of functional teams overcome the natural tendencies that make trust, conflict, commitment, accountability, and a focus on results so elusive.

A

The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

89
Q

Following is a description of how she ran her staff after her initial team-building off-sites and the significant investment in time that it required: Annual planning meeting and leadership development retreats (three days, off-site) Topics might include budget discussions, major strategic planning overview, leadership training, succession planning, and cascading messaging Quarterly staff meetings (two days, off-site) Topics might include major goal reviews, financial review, strategic discussions, employee performance discussions, key issue resolution, team development, and cascading messages Weekly staff meetings (two hours, on-site) Topics might include key activity review, goal progress review, sales review, customer review, tactical issue resolution, cascading messages Ad hoc topical meetings (two hours, on-site) Topics might include strategic issues that cannot be adequately discussed during weekly staff meetings

A

The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

90
Q

The ultimate test of a great team is results.

A

The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni

Book Notes (88 decks)

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