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Are you running a truly cohesive team in your business?It takes effort to build a cohesive team, but the process does not have to be complicated and the rewards can be great. In fact, keeping it simple is essential. Based on the best-selling book, The Five Dysfunctions of a Team by Patrick Lencioni, this deck aims to provide a clear, concise and practical guide to improving your team
There is a link at the end of this deck to the associated blog and webinar recording
Create Cohesive Teams
How to
How to Create Cohesive Teams
Kevin Brent
“Getting the right people and the right chemistry is more important than the right idea“
The Five Behaviours™ Model
Trust
Building Trust – Vulnerability without repercussions
Trust
Building Trust – Vulnerability without repercussions
• A willingness to be completely vulnerable with one another
• Confidence among team members that we all have good intentions and that there is no reason to build protective fences – that we can be open
Absence of Trust
Building Trust – Vulnerability without repercussions• Conceal their weakness and mistakes from one another
• Hesitate to ask for help or provide constructive feedback
• Hesitate to offer help outside their own area of responsibility
• Fail to recognize and tap into one another’s skills and experience
• Hold grudges
• -Dread meetings and find reasons to avoid spending time together
• The leader must create an environment that does not punish vulnerability.
• Undertake Personality and Behavioral Profiling
• Personal Histories Exercise • Do what we say we will do: Follow
through! actions speak louder than words!
• Team Effective Exercise What makes an effective team – and what doesn’t!
How can we Build Trust?
Conflict
Mastering Conflict– engaging in constructive debate around issues &
ideas
Mastering Conflict– engaging in constructive debate around issues &
ideas
Conflict
Artificial Harmony
Aggressive & Destructive
PoliticsConstructive
Conflict
• Acknowledge that conflict is productive, and that many teams have a tendency to avoid it.• Mining Team Members must occasionally assume the role of a “miner of conflict” -- someone who extracts buried disagreements within the team
Overcoming Fear of Conflict
Achieving Commitment– Moving towards complete buy-in
Commitment
Achieving Commitment– Moving towards complete buy-in
Commitment
• Clarity around decisions
• Moving towards complete buy-in from every member of the team – even those who may have initially disagreed with the decision
• Make sure you enable conflict! Get everyone’s ideas out
• Explain why going with particular decision –and why not others
• Communicate!: formulate action plan, communicate quickly and comprehensively
• Set and honour deadlines, including interim milestones.
• Contingency and worst case scenario analysis: remove the fear from mistakes
Overcoming lack of commitment
Embracing Accountability – Full Attainment of Commitments
Accountability
Embracing Accountability – Full Attainment of Commitments
Accountability
“The willingness of team members to call their peers on performance or behaviours that might hurt the team”
Embracing Accountability – Full Attainment of Commitments
Accountability
• Ensures that poor performers feel pressure to improve• Identifies quickly problem by questioning one’s approach without
hesitation• Establishes respect among the team who are held to the same
standard• Avoids excessive bureaucracy around performance management and
corrective action
A Team that Embraces Accountability:
• Publication of goals and standards: no-one can ignore them and we know who is responsible for what• Simple and regular progress review : team members should comment on their peer performance against objectives and standards• Reward team instead of individuals• Do not relegate accountability to consensus approach: shared team responsibility with individual accountability
Overcoming Avoidance of Accountability:
Focusing on Results – Focus on Collective Outcome
Results
Focusing on Results – Focus on Collective Outcome
Results
• Refer to the collective goals of the team – not individuals• Are not limited to financial measures, but are also related to
expectations and outcome based performance
• Team members value collective success more than individual
• Team members willingly make sacrifices in their areas for the good of the team
• When the team fails to achieve collective goals, each member takes personal responsibility to improve the team’s performance
• Team members are quick to point out the contributions and achievements of others
When a team is focused on results
The Five Behaviours™ Model
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