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

1. 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

2. Kevin Brent

3. “Getting the right
people and the right
chemistry is more
important than the
right idea“

4. The Five Behaviours™ Model

5. Trust
Building Trust – Vulnerability without
repercussions

6. 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

7. 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

8. • 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?

9. Conflict
Mastering Conflict– engaging in constructive
debate around issues & ideas

10. Mastering Conflict– engaging in constructive
debate around issues & ideas
Conflict
Artificial
Harmony
Aggressive &
Destructive
Politics
Constructive
Conflict

11. • 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

12. Achieving Commitment– Moving towards
complete buy-in
Commitment

13. 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

14. • 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

15. Embracing Accountability – Full
Attainment of Commitments
Accountability

16. 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”

17. 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:

18. • 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:

19. Focusing on Results – Focus on Collective
Outcome
Results

20. 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

21. • 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

22. The Five Behaviours™ Model

23. The Five Behaviours of a Cohesive
Team Assessment Profile
kevin@bizsmart.co.uk

24. BizSmart aims to help business owners of small and medium
sized businesses to create value and scale their businesses
through sound practical business support by providing insight,
Clarity combined with a real determination to help you succeed.
You can access webinars and presentations like this and more
besides through our SmartRoom service here
You can read the associated blog and listen to a recording of this
presentation by clicking here
You can read Kevin’s profile here

25. •Need a sounding board for your ideas?
•Need to know what to prioritise?
•Want someone to challenge your assumptions?

26. BizSmart –
Where Smart people go to surround themselves with other
Smart people, to gain business success.

27. The 2 pizza
rule –
Amazon