The Five Dysfunctions of a Team
The Eiffel Tower from this angle kind of looks like a pyramid and it reminded me of Lencioni’s Five Dysfunctions pyramid. Trust will be the legs holding up the entire tower.
Patrick Lenioni’s flagship book, The Five Dysfunctions of a Team, should be required reading for every leader and team member. Lencioni lays out a simple, scaffolded approach to creating a cohesive team. His quote explains why healthy teams are so critical to the success of an organization.
“Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, because it is so powerful and so rare.”
Lencioni’s model starts at the bottom and builds up. You can’t pay attention to results without having a strong base at each level below it. Pull out one of the layers and the pyramid loses strength and can topple over. Your team is only as strong as the layer below it.
Absence of Trust
Trust is the base layer of the pyramid because without that strong base, everything else will come tumbling down.
While many of us might say that trust is important, fewer are able to define what it takes to build that trust. Lencioni describes it as vulnerability-based trust (which Brené Brown talks a lot about). He writes that we need to feel safe enough to admit mistakes, ask for help, share weaknesses and ask questions without fear of ridicule or of it being held against us later.
At a basic level, trust is built through relationships. Spend time getting to know each other. Perhaps you ask a quick question at the beginning of a meeting (it can be as simple as coffee or tea, cats or dogs, winter or summer or you can ask something more in depth like share something great from this past week or what TV show are you enjoying). I often hear from leaders that they don’t have time to do this in their meetings, however, it doesn’t need to take more than 5 minutes, and it will save you from unproductive conflict if you can take the time to build trust among the team).
Fear of Conflict
For many people, conflict brings about a negative reaction; possibly because they equate it with interpersonal conflict, which is not what Lencioni is talking about.
For those who are conflict adverse, reframe it to be vigorous debate, discussion and challenging.
Lencioni writes that teams need to feel free to disagree, question and challenge ideas. The team needs to get it all onto the table if they are to make the best decision. Each person needs to feel free to share their thoughts and to make suggestions. People won’t do this if they don’t trust the people on their team.
We all bring in a certain amount of conflict baggage though. There are some people who are very comfortable with spirited debate (D styles), but many others feel extremely uncomfortable with that same level of conflict (S and C styles).
Each team member needs to understand that the debate and conflict is meant to get it all on the table, and to ensure they make the best decision. When each person contributes to the discussion, they are better able to commit to the decision, even if they argued against it.
To be successful, each person needs to listen with the intent to understand, rather than to respond (which is how many of us listen).
Lack of Commitment
When people don’t feel heard, they will not commit to a decision. It is imperative that when a team makes a decision that each person is fully committed to it. All too often, what happens instead is the “meeting after the meeting” where people share their concerns.
Additionally, it is important to collectively agree on the decision, and then, restate it and ask each person individually if they can commit to it. Clarity is essential to ensure each person leaves the meeting with the same messaging. It is very dangerous for leaders to go back to their team and say, “Well, they decided this, but I didn’t agree.” It’s OK to disagree, but the time to do that is during debate; not after the decision has been made.
While we want to aim for consensus, this isn’t always possible and if everything has been put on the table, and there isn’t consensus, sometimes, the leader just needs to make the decision.
Regardless, when everyone leaves the room, they need to be prepared to support the decision regardless of their personal feelings. Disagree and commit!
Avoidance of Accountability
We need to hold each other accountable. Often, we expect that this is the leader’s job alone, but that is false. Each person has a role to play; everyone owns the requirement to hold others accountable.
Like conflict, there is often baggage brought to this dysfunction. We believe that if we hold someone accountable, it will ruin our relationship. The alternative is quiet resentment which will most definitely negatively impact the relationship.
Leaders need to encourage each member of their team to address concerns directly with the other person before getting involved themselves (the obvious exceptions are abuse, discrimination and other illegal behaviour).
We often equate holding someone accountable with being a jerk, but you can do it with kindness. If you approach it from Brené Brown’s belief that everyone is doing the best that they can, and that they aren’t doing it as a personal affront to make you mad, it’s easier to approach them with compassion and ask them “What’s going on? How can I help?” The bonus is that this builds trust.
Inattention to Results
One of the biggest challenge teams face is a misalignment of allegiance. Individuals will put ego, self or career above team, or a leader will put their team or department before the company. There needs to be a focus on collective results; leave no room for ego. Team/company success should be the ultimate goal, rather than individual results.
Lencioni advocates for the use of a scorecard which is reviewed regularly. This also helps you maintain focus and to avoid distractions (shiny object syndrome).
How do you get there?
Building a strong team takes dedication and commitment. Lencioni gives us a great model, but there are things leaders can do.
Do a DISC session with your team. When each person understands their natural behavioural tendencies, as well as those of others on the team, they can start to speak the same language. DISC gives people that language.
Do a Five Behaviours of a Cohesive Team Team Assessment. You will get a rating for each of the five behaviours as well as specific advice for how to improve each behaviour. You can get a free follow up assessment to measure your progress.
Read The Five Dysfunctions of a Team either as a leader, or with your whole team.
Start adding in quick questions to team meetings to build trust.
Book a discovery call to see how I can help you.
Healthy teams will contribute to the productivity of your organization, but also employee retention. Employees do not want to work on dysfunctional teams, and they will eventually seek out alternatives. Reflect back on Lencioni’s comments about the power of teams.
“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.”
What legacy will your team leave?
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