1) Teams go through four stages of development: forming, storming, norming, and performing. Each stage builds on the previous one and prepares the team for high performance. 2) Key factors that contribute to high performing teams include clear goals, trust between members, embracing conflict, strong commitment, and focus on results. 3) Common dysfunctions that undermine team performance are an absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results.

1. Team Leaders…

3. Each step prepares for the performing stage

4. Skipping any step affects performing negatively

5. With every new significant challenge, the process repeats.Source: Tuckman

7. Becoming familiar with one another

8. Identifying the group’s tasks

9. Determining acceptable interpersonal behaviors

11. Challenging others and expressing individual viewpoints

12. Lacking unity

13. Reacting emotionally to tasks

15. Developing group cohesion

16. Establishing group norms and ground rules

18. Becoming a problem-solving instrument

19. Contributing to the team’s purpose

21. Create a sense of urgency and rationale for the purpose/mission

22. Select members based on resource and skill need

23. Invest time getting to know each member’s skills, experiences, and personal goals

24. Bring individuals together to work on common tasks

25. Define recognition and rewards, both individual and team-based

27. Acknowledge times when the group is struggling and take time to discuss ways to move toward “Norming”

28. Set out to achieve focused performance goals / tasks

29. Encourage members to express their differing opinions, ideas, and feelings with open-ended questions

30. Make connections between divergent perspectives; acknowledge and accept where there are differences

31. Build a set of operating agreements (ground rules for team behavior)

33. Translate common purpose and team expectations into performance goals that are specified and measurable

34. Build consensus on overarching goals and approaches

35. Formally give and receive feedback within the team

36. Maintain focus on external relationships: commitments, requirements, feedback, and competitive realities

37. Take risks by setting stretch performance goals while simultaneously encouraging the disclosure of fears

38. Celebrate successes, share rewards, recognize team and individual achievements

41. Set high standards of performance and achieve them

42. Allow members to disagree

43. Embrace & navigate conflict well

44. Sense of unity and distinct personality. Members feel free to represent each other

45. Experience a feeling of synergy

46. Provide an opportunity to learn and grow

47. Is flexible and can readily adapt to change

48. Trust each other enough to ask for help & feedback

49. Members listen and provide useful feedback

50. Communicate effectively. Members express themselves fully and frankly

51. There are no hidden agendas

52. Allow individuals to be themselves and make individual contributions

53. Support and help each other as needed

54. Creatively solves problems

55. Creates a spirit of ownership & sense of belonging

56. Clear roles and responsibilities

57. Interdependent; manages boundaries and works well with other teams

58. Mutual commitment and accountability

59. Makes collective decisions efficiently and effectively* Adapted from various sources

60. The 5 Dysfunctions of a Team Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Source:The Five Dysfunctions of a Team, Lencioni

62. Hesitate to ask for help or provide constructive feedback

63. Hesitate to offer help outside their own areas of responsibility

64. Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them

65. Fail to recognize and tap into one another’s skills ad experiences

66. Waste time and energy managing their behaviors for effect

67. Hold grudges

68. Dread meetings and find reasons to avoid spending time togetherSource:The Five Dysfunctions of a Team, Lencioni

70. Ask for help

71. Accept questions and input about their areas of responsibility

72. Give one another the benefit of the doubt before arriving at a negative conclusion

73. Take risks in offering feedback and assistance

74. Appreciate and tap into one another’s skills and experiences

75. Focus time and energy on important issues, not politics

76. Offer and accept apologies without hesitation

77. Look forward to meetings and other opportunities to work as a groupSource:The Five Dysfunctions of a Team, Lencioni

79. Create environments where back-channel politics and personal attacks thrive

80. Ignore controversial topics that are critical to team success

81. Fail to tap into all the opinions and perspectives of team members

82. Waste time and energy with posturing and interpersonal risk managementSource:The Five Dysfunctions of a Team, Lencioni

84. Extract and exploit the ideas of all team members

85. Solve real problems quickly

86. Minimize politics

87. Put critical topics on the table for discussionSource:The Five Dysfunctions of a Team, Lencioni

89. Watches window of opportunity close due to excessive analysis and unnecessary delay

90. Breeds lack of confidence and fear of failure

91. Revisits discussions and decisions again and again

92. Encourages second-guessing among team membersSource:The Five Dysfunctions of a Team, Lencioni

94. Aligns the team around common objectives

95. Develops an ability to learn from mistakes

96. Takes advantage of opportunities before competitors do

97. Moves forward without hesitation

98. Changes direction without hesitation or guiltSource:The Five Dysfunctions of a Team, Lencioni

100. Encourages mediocrity

101. Misses deadlines and key deliverables

102. Places an undue burden on the team leader as the sole source of disciplineSource:The Five Dysfunctions of a Team, Lencioni

104. Identifies potential problems quickly by questioning one another’s approaches without hesitation

105. Establishes respect among team members who are held to the same high standards

106. Avoids excessive bureaucracy around performance management and corrective actionSource:The Five Dysfunctions of a Team, Lencioni

108. Rarely defeats competitors

109. Loses achievement-oriented employees

110. Encourages team members to focus on their own careers and individual goals

111. Is easily distractedSource:The Five Dysfunctions of a Team, Lencioni

113. Minimizes individualistic behavior

114. Enjoys success and suffers failure acutely

115. Benefits from individuals who subjugate their own goals/interests for the good of the team

116. Avoids distractionsSource:The Five Dysfunctions of a Team, Lencioni

118. Behavioral Profiling – such as Birkman, Hogan, MBTI, DiSC, FiroB, etc.

119. Time Spent Together Source:The Five Dysfunctions of a Team, Lencioni

121. Conflict Mining – objectively and supportively facilitating hidden or suppressed conflict resolution

122. Real-Time Permission – interruption to reinforce healthy debate Source:The Five Dysfunctions of a Team, Lencioni

124. Cascading Communication – agreements and decisions cascade throughout the organization

125. Scoreboard – organize meeting and discussions around the 2-3 wildly important goals of the organizationSource:The Five Dysfunctions of a Team, Lencioni

127. Lightning Round Meeting Introduction – To introduce each meeting - each team member takes 30 seconds to update the team about their top 3 priorities for the week/month. If anyone on the team thinks that those 3 priorities are misplaced – now is the time to say so and initiate discussion.Source:The Five Dysfunctions of a Team, Lencioni

129. Team-Based Rewards – changing compensation and rewards so that team incentives weigh more heavily than individual incentives

130. Team #1 – team members subordinate the needs and interests of the team they manage to the team in which they belongSource:The Five Dysfunctions of a Team, Lencioni

131. Correlating 3 Human Behavior Concepts

133. Norms evolve over a relatively long period of time

134. Norms exist for good reasons – in service to the needs of a group

135. Norms operate with different degrees of intensity dependent on the needs of the individuals

136. Norms are persistent and often resistant to change as long as they have the support of a group

138. What “is”, not what “ought to be”

139. “Listen, that’s the way we do it here in…”

140. “In this team everybody….”Source: Clapp (1980) Block, Petrella, Weisbord

141. Surfacing & Changing Team Norms Common Frequent Positive Practice Positive Norm Frequent Negative Practice Negative Norm Behavioral Frequency Infrequent Positive Practice Potential Positive Norm Infrequent Negative Practice Potential Negative Norm Rare Contribution to Team Effectiveness Low (Hurting) High (Contributing)