Five dysfunctions of a team pdf free download

So you, as your team leader, must encourage your employees to take responsibility. It should also be made clear that the leader is not the only one who assigns responsibilities, this is a joint work of the whole team, where everyone is held accountable and everyone is charged for it.

We have now reached the fifth and last dysfunction which is the lack of attention to results. In a way, this challenge is the end result of all others, as they all lead to this disturbance. The big problem at this level is that people tend to focus on goals that are not the group's primary goals. At this point, they give priority to personal goals rather than collective outcomes. According to Patrick Lencioni, with this lack of focus, the team is hampered and consequently, their results are as well.

A committed, results-focused team often thinks together, with fewer distractions, celebrates success, and regrets failure. The team that suffers from the lack of attention to the results suffers from the following problems:.

Patrick suggests these two exercises to increase team engagement with results. The public declaration of results is to commit to a goal publicly, causing the team to run after the goal. The reward based on results, as its name says, is to reward employees for their good performance. This will encourage everyone to do their best to achieve goals and be recognized for it. The leader is the team guide.

Thus, it is your responsibility to guide the group and establish management for results. For this, you must be objective and know how to recognize and reward only those who make real contributions to the team. In addition, it is up to the leader to also be focused on the goals, because if he is not, the subordinates will feel entitled to do the same. According to John C. Good listeners know what is happening because they are watchful. They learn more than others because they absorb better from different places.

Maxwell explains the importance of a leader in demonstrating that he cares about his team, and also develop other leaders in the work environment. Pink shows that empathy is also related to the persuasion world and allows the creation of strategies and actions that promote a good coexistence with the team members.

As a manager or team member, your role is to put into practice the lessons learned in this article. Did you find this content useful? For a moment, she began to entertain hopes that the momentum would continue and the day would be a runaway hit. And then Mikey spoke. My biggest weakness is my poor financial skills. No comments. No questions. Like Kathryn, most everyone in the room was torn be- tween two emotions: relief that Mikey was finished, and disappointment at the shallow nature of her response.

Mikey had to do it herself. With every second that went by, the group quietly begged for someone to break the silence. Carlos put them out of their misery. After he finished, Jan jumped in. Jan continued. You hold back too much. The room howled again. But I think that hurts the team. Does that make sense? Inside, he was melting. Kathryn would later kick herself for not calling Mikey on her remark, which at the time Kathryn attributed to her astonishingly low emotional intelligence. None of them could have guessed that another member of the team was struggling as much as she was.

Kathryn described the next dysfunction by going to the white board and writing the phrase inattention to results at the top of the triangle. The key is to make the collective ego greater than the individ- ual ones.

No matter how good an individual on the team might be feeling about his or her situation, if the team loses, everyone loses. Anyway, he is all about the team. They win because they play team bas- ketball, and that usually allows them to beat bigger, faster, more talented groups of players. Or at least not the results of the team.

I remember a kid a few years ago who was interested only in his own statistics and whether he received individual recognition: All-League, picture in the paper, that sort of stuff. If the team lost, he would be in a good mood as long as he was getting his points. But Ken benched him. The team played better without him, and he eventually quit. For every kid like that one, there are ten who never made it.

But she decided that a little impromptu discussion was probably as valuable for the team as anything else, as long as it had something to do with teamwork. Jeff went around the room, giving every person a chance to respond to his question.

Nick reported that he had played baseball in college. Carlos was a linebacker in high school. Mikey said she ran track in high school. Jan reported that she was a cheerleader and a member of the dance team.

Jeff confessed his lack of athletic aptitude. I never played sports much, even as a kid. But I was in a band in high school and col- lege, and I think I figured out the team thing from that.

First of all, you can definitely learn teamwork from lots of different activities, pretty much anything that involves a group of people working together. But there is a reason that sports are so prevalent when it comes to teams.

This time it was Martin. There is little room for ambiguity, which means there is little room for. They just want to win. More than making the All-Star team, more than getting their picture on a box of Wheaties, and yes, more than making money.

The teams that figure it out have a bigger advantage than ever before be- cause most of their competitors are just a bunch of indi- viduals looking out for themselves.

But Kathryn wanted to encourage her in any way she could, though she was already starting to doubt the likelihood of turning her around. This has everything to do with us. You see, we are going to make our collective results as important as the score at a football game. Mikey nodded and made a face as if to say, What else? Kathryn continued, patiently. So let me make this simple. Our job is to make the results that we need to achieve so clear to every- one in this room that no one would even consider doing something purely to enhance his or her individual status or ego.

Because that would diminish our ability to achieve our collective goals. We would all lose. Profit is not actionable enough. It needs to be more closely related to what we do on a daily basis. By combining some and eliminating others, they narrowed them to seven: revenue, expenses, new customer acquisition, current cus- tomer satisfaction, employee retention, market awareness, and product quality.

Unfortunately, now that the discussion was turning back toward the business, some of the levity in the room seemed to evaporate. As usual, it would be replaced by criticism. Martin began. JR piled on. As soon as the reality of business problems is reintroduced to a situation like this one, she thought, people revert back to the behaviors that put them in the difficult situation in the first place.

But she was ready. Can you tell me what our market aware- ness goal for last quarter was? I can tell you what our product development dates are, though. Then just tell me how we did in terms of pub- lic relations activity? He seemed puzzled. I assume that Jeff and Mikey talk about that stuff.

And he did so sarcastically. I always thought that the pur- pose of marketing was to drive sales. As frustrated as everyone was at that moment, Kathryn was sure that a much-needed melee was about to ensue. But just like that, the conversation came to a halt. And died. So this is how it works, she thought to herself.

I would pitch in whenever I could, but otherwise, I let them be accountable for their own areas. And I dealt with their issues on a one-on-one basis when- ever I could. Not just JR. All of you are responsible for marketing. Not just Mikey. All of you are responsible for product devel- opment, customer service, and finance. Maybe we need more heavy hitters who can get us into the right accounts, and develop the right strategic partnerships.

Kathryn did. Why do you think that they are making more progress than you are? And Telecart is getting most of its revenue from professional services at this point.

But could you start saying us and we instead of you? Thanks for calling me on it. Sometimes I feel like a consultant myself. Right away she could sense the people in the room banding together to challenge her harsh critique. Even Jeff took issue. This might be a function of your not having worked in high tech. Nick fired away. Keep in mind, this is a tough market. Kathryn waited until no more comments came, and then responded. But only for the good of the team, not for my own satisfaction.

I can assure you of that. It was confusion. Martin, as serious as ever, cut through the tension. Jeff just smiled and nodded his head. As compelling as the points she was making were, Kathryn could see that members of the group were still try- ing to decide whether to embrace her ideas, or attack them. It became immediately clear that the next move would be an attack.

Maybe even a compliment if it were offered in the spirit of true curiosity. But in that moment, with the tone in which it was asked, and given the usually mellow nature of the person who posed the question, it was the harshest comment thus far of the off-site. Had Kathryn been a less secure executive, she would have been rocked by the remark. And for a moment, she al- most let herself get disappointed that the goodwill she thought she was generating had dissipated so quickly.

But then she realized that this was precisely what she needed in order to provoke real change in the group: honest resistance. Just above absence of trust she wrote fear of conflict. And not a lot of harmony, I might add. You have tension. But there is almost no constructive conflict. Harmony it- self is good, I suppose, if it comes as a result of working through issues constantly and cycling through conflict.

Kathryn pressed her luck. Your frustration sometimes sur- faces in the form of subtle comments, but more often than not, it is bottled up and carried around. Kathryn was ready to take them on, but Jan and Carlos stepped in for her. First Jan. How long have we been talk- ing about outsourcing IT? I think it comes up at every meet- ing, and half of us are for it, half are against it, and so it just sits there because no one wants to piss anyone off. Kathryn went back to the white board.

Sounds like something my wife complained about before we got mar- ried. Kathryn was ready for the reaction. They just need to be heard, and to know that their input was con- sidered and responded to. Kathryn went to the board to fill in the last empty box. Before she could, Martin had opened his laptop and started typing. Everyone froze. Kathryn stopped and looked at her chief technologist, who seemed clueless about the new sense of tension in the room.

And then suddenly it dawned on him. Kathryn laughed, pleased that her engineer was sud- denly enthusiastic about what was going on. We believe you. JR was big enough to admit it. Kathryn was glad to oblige. She went to the board for the last time and wrote avoidance of accountability. Before Kathryn could answer, Nick explained.

And who am I to tell Martin how to do his job, or Mikey, or Jan? On that note, Kathryn excused the team for their last break of the day. In theory, with Mikey and Martin now seemingly on board, it should have been relatively easy to make the team work. But Kathryn knew that reality did not usually match theory; she still had a long way to go.

Two years of behav- ioral reinforcement around politics is a tough thing to break, and one lecture, no matter how compelling, is not going to do it. The painful, heavy lifting was still to come. With just a few hours until the end of the first off-site, Kathryn was tempted to end the session early and send everyone back to work on a relative high. But that would have been a waste of two critical hours, she thought. But Kathryn was actually look- ing forward to this part. If we cannot learn to engage in pro- ductive, ideological conflict during meetings, we are through.

Our ability to en- gage 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. Even the bad ones. But if you really think about it, meetings should be at least as interesting as movies. My son, Will, went to film school, and I learned from him that meetings and movies have a lot in common.

A movie, on average, runs anywhere from ninety minutes to two hours in length. Staff meetings are about the same. Are they actually starting to like me? Kathryn wondered in a brief and uncharacter- istic moment of insecurity. She went on. And yet meet- ings are both interactive and relevant. We get to have our say, and the outcome of any given discussion often has a very real impact on our lives.

So why do we dread meetings? And to understand why, all we need to do is compare them to films. Kathryn continued. What is that ingredient? Every great movie has conflict. Before we leave this meeting, we are going to establish something I call our overarching goal for the rest of the year.

Someone take a stab. The question we need to answer is this: If we do anything between now and the end of the year, what should that be? Kathryn called them out. What are you thinking? And yet, they are getting more traction than we are. Jan persisted. Even Jan nodded in concession. Kathryn made a quick comment. Keep going. Mikey rolled her eyes. We just need to sell. What do you think, JR? That seems like a distraction more than anything else—at least until we get rolling and the mar- ket takes shape.

It all seems academic to me. Does anyone here believe that the key to the next nine months has something to do with market share, customers, revenue, et cetera? JR, how about you? But frankly, I think that is far less important at this point than proving to the world that there are customers out there who are interested in our products. Revenue is not as important as closing deals and getting new customers.

We will definitely have a revenue goal. Someone tell me why market share is the right answer. They want marquee company names and people who are willing to vouch for us. Kathryn challenged her. Some- one tell me why this should be our collective, overarching goal. Car- los volunteered. It will give our employees confidence. It will pro- vide more product feedback for Martin and his engineers.

And it will give us references to go out and get more cus- tomers next year. She wanted specifics. Jan lobbied for the most, followed by Nick and Mikey. JR was frustrated and argued hard for the fewest, wanting to keep his quota low so as not to discourage his salespeo- ple. Jeff, Carlos, and Martin were somewhere in between. As the debate seemed to be running out of steam, Kath- ryn jumped in.

And we are probably not going to agree completely, which is fine, because there is no science here. And JR, I can appreciate your desire to keep your folks motivated, but ten is not enough. Our competitors are doing more than double that, and the analysts will throw up all over us if we come in at ten.

We will have eighteen new customers by December Over the next hour they drilled down on the issue of new customers, discussing what each per- son, from marketing to finance to engineering, would need to do to make eighteen deals possible. With fifteen minutes to spare before the off-site was to officially end, Kathryn decided to bring things to a close.

Kathryn asked one final question. She decided to give him the benefit of the doubt and take the muted compliment to heart. And then JR spoke. We accomplished a lot here, and getting clarity around our major goal is really going to help. And she was right. JR continued. Maybe we can just see how things go. Martin, Mikey, and Nick were cautiously nodding their heads in agreement. Whatever sense of accomplishment that Kathryn had felt just a few minutes earlier had diminished significantly.

Kathryn used the opportunity to prepare her team for what was to come. We have more money, better technology, and more talented and ex- perienced executives than our competitors, and yet we are behind. What we lack is teamwork, and I can promise you all that I have no greater priority as CEO than making you, I mean, us, more effective as a group.

I will be encouraging conflict, driving for clear commitments, and expecting all of you to hold each other accountable. Even most of the staff members seemed to be sobered by the likely prospect of ongoing pain. They would have been shocked, however, to know that the colleague would not be Mikey. The few glimmers of hope that did surface—like Car- los and Martin having a joint customer satisfaction meeting with their staffs—were enough to get employees whisper- ing about what was going on.

Based on the hallway demeanor she observed, Kathryn felt as though the team had completely forgotten about their two days in Napa. There was little interaction, and al- most no signs of willingness to engage with one another. The team seemed as though they were embarrassed by hav- ing exposed themselves and were pretending that it had never happened at all. But Kathryn had been through this many times before.

She had no idea that she was about to hit an artery. Nick had called a special meeting to discuss a possi- ble acquisition. He invited anyone on the team who was interested to attend but made it clear that he needed Kath- ryn, Martin, JR, and Jeff to be there. Jan and Carlos also showed up. Where do they get these names? In any case, I think we should consider acquiring them. Martin asked another question before Nick could an- swer the first one. And their technology is apparently good enough for those customers.

Kathryn frowned. And are they all in Boston? But in the heat of real-world decision making, restraint was not her best quality. We would be increasing the size of the firm by 50 percent and adding a whole new set of products.

We have to be visionaries here. Kathryn pushed on Nick. And I. This has nothing to do with public rela- tions or advertising.

This is strategy. But she decided it could wait for a few minutes. I also believe that the issues we currently have around politics would only be ex- acerbated by an acquisition. Before he could say something he would regret, Jan jumped in. I think you should defer to Jeff and me when it comes to things like this. Kathryn was sure that someone would pounce on Nick for his mini-tirade. She was wrong. Let me know if you need my input. That made it more difficult, but necessary nonetheless.

The question was whether she should do it privately, or in front of the rest of the group. Kathryn asked the rest of the group if they would leave Nick and her alone. As soon as they were gone, Kathryn spoke, but in a con- fident and relaxed way, far more in control than Nick had expected. She is part of this team, and you have to take your issues to her directly, or to me.

But just for a moment. Then he regained his frustration and shot back at Kathryn. It could be strategic for us. I moved my family halfway across this damn country with the expectation that I might someday be able to run this place, and now I am bored, helpless, and watching my peers screw this thing up. Kathryn calmly addressed his comment. DMCA and Copyright : The book is not hosted on our servers, to remove the file please contact the source url.

If you see a Google Drive link instead of source url, means that the file witch you will get after approval is just a summary of original book or the file has been already removed. The book has been awarded with Booker Prize, Edgar Awards and many others. In this stunning follow-up to his best-selling book, The Five Temptations of a CEO, Patrick Lencioni offers up another leadership fable that's every bit as compelling and illuminating as its predecessor.

This time, Lencioni's focus is on a leader's crucial role in building a healthy organization--an often overlooked but essential. In his classic book, The Five Dysfunctions of a Team, Patrick Lencioni laid out a groundbreaking approach for tackling the perilous group behaviors that destroy teamwork.

Here he turns his focus to the individual, revealing the three indispensable virtues of an ideal team player. Casey McDaniel had never been so nervous in his life. In just ten minutes, The Meeting, as it would forever be known, would begin.

Casey had every reason to believe that his performance over the next two hours would determine the fate of his career, his financial future, and the. This third edition of the best-selling resource Mastering Virtual Teams offers a toolkit for leaders and members of virtual teams. The revised and expanded edition includes a CD-ROM with useful resources that allow virtual teams to access and use the book's checklists, assessments, and other practical tools quickly and easily.

The Five Dysfunctions of a Team Workshop Team Assessment is a item paper handout that is an excellent team development tool.