The document discusses the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It provides examples of how these dysfunctions present themselves in teams. It then outlines strategies teams can use to build trust, master conflict, achieve commitment, embrace accountability, and focus on results. These include exercises teams can do around trust-building, engaging in productive conflict, ensuring commitment to decisions, holding one another accountable, and keeping focus on collective goals.
This was a talk given to the team at 5Q Communications in the Pecha Kucha format. It was given as part of a series of internal learning presentations. Enjoy!
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on strong interpersonal skills and open communication. While conflict is inevitable, strategies like listening, sharing information, asking questions, and participating fully can help teams resolve disagreements and work productively together. The key aspects of teamwork are shared responsibility, open communication, and maintaining a cooperative attitude.
Teamwork is important for any organization to be successful. An effective team has good communication, positive interdependence where members work for the group goal rather than individual goals, individual accountability, and processes for resolving conflicts. Teams go through different stages of development including forming, storming, norming, and performing. Maintaining effective communication, clearly defining roles, and addressing issues as they come up are important for ensuring a team continues to work well together over time.
Programme on Team Effectiveness-Main PresentationAsad Hameed
The document discusses the elements and skills needed for effective teamwork. It defines what a team is and lists advantages like increased productivity and creativity as well as disadvantages like potential dominance or slower decision making. It emphasizes establishing ground rules, contracts, and understanding the typical stages of team development from forming to adjourning. It provides tips for improving team effectiveness such as setting goals, clarifying roles, enhancing communication, and measuring performance. Overall the document provides guidance on building effective teams.
The document discusses teamwork and its importance in the workplace. It describes how American manufacturers fell behind foreign competitors in the 1980s due to lack of quality and efficiency. Japanese manufacturers used teamwork approaches like Total Quality Management and Quality Circles which emphasized continuous improvement, empowerment, and collaboration. The document then outlines the stages of team development, characteristics of effective team members, factors for team success, and both constructive and destructive roles that individuals can take on in a team.
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on open communication, shared responsibility among members, and members supporting each other. It is important for team members to listen to each other, participate fully, and resolve conflicts constructively. When conflicts do arise, addressing issues openly and finding compromises can help build stronger decisions and team relationships. Overall, teamwork aims to improve productivity and reduce stress by maintaining cooperative and collaborative environments.
This was a talk given to the team at 5Q Communications in the Pecha Kucha format. It was given as part of a series of internal learning presentations. Enjoy!
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on strong interpersonal skills and open communication. While conflict is inevitable, strategies like listening, sharing information, asking questions, and participating fully can help teams resolve disagreements and work productively together. The key aspects of teamwork are shared responsibility, open communication, and maintaining a cooperative attitude.
Teamwork is important for any organization to be successful. An effective team has good communication, positive interdependence where members work for the group goal rather than individual goals, individual accountability, and processes for resolving conflicts. Teams go through different stages of development including forming, storming, norming, and performing. Maintaining effective communication, clearly defining roles, and addressing issues as they come up are important for ensuring a team continues to work well together over time.
Programme on Team Effectiveness-Main PresentationAsad Hameed
The document discusses the elements and skills needed for effective teamwork. It defines what a team is and lists advantages like increased productivity and creativity as well as disadvantages like potential dominance or slower decision making. It emphasizes establishing ground rules, contracts, and understanding the typical stages of team development from forming to adjourning. It provides tips for improving team effectiveness such as setting goals, clarifying roles, enhancing communication, and measuring performance. Overall the document provides guidance on building effective teams.
The document discusses teamwork and its importance in the workplace. It describes how American manufacturers fell behind foreign competitors in the 1980s due to lack of quality and efficiency. Japanese manufacturers used teamwork approaches like Total Quality Management and Quality Circles which emphasized continuous improvement, empowerment, and collaboration. The document then outlines the stages of team development, characteristics of effective team members, factors for team success, and both constructive and destructive roles that individuals can take on in a team.
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on open communication, shared responsibility among members, and members supporting each other. It is important for team members to listen to each other, participate fully, and resolve conflicts constructively. When conflicts do arise, addressing issues openly and finding compromises can help build stronger decisions and team relationships. Overall, teamwork aims to improve productivity and reduce stress by maintaining cooperative and collaborative environments.
The document discusses the importance of teamwork. It defines a team as a small group of people with complementary skills committed to a common purpose and goals who hold each other accountable. Teams are important because most business tasks require multidisciplinary teams. The document then outlines the stages of team building, including forming, storming, norming, performing, and adjourning. It provides tips for effective communication, conflict resolution, and roles within high-performing teams.
This presentation is about human resource management and the roles and skills of a human resource manager. It covers topics such as team development, team conflicts, emotional intelligence, personality types, and decision-making techniques. It explains the characteristics of high-performing teams and the dysfunctions of low-performing teams. It also provides some methods for resolving conflicts and improving team performance, such as devil’s advocacy and dialectical inquiry.
Managing team and organizational conflictMasum Hussain
This document discusses managing team and organizational conflict. It begins by defining team conflict and discussing its nature. It then provides a six-step procedure for dealing with conflict in teams that involves listening, understanding other perspectives, showing concern for relationships, finding common ground, generating new solutions, and reaching agreements. It also discusses types of team conflicts, sources of conflict, and effective ways to deal with team conflict. For organizational conflict, it covers types, causes, positive and negative outcomes, and effects on performance. Finally, it discusses conflict resolution, resolution of organizational conflict, and benefits of proper conflict management.
The higher you go up in any organization, the more people you serve, not the other way around.George Couros.
A workshop topic within KRS Agile coaching circles for our Leadership team. We focus hard on creating a safe space for staff and on building a culture of trust and inclusivity. We create an environment where staff can bring their whole self to work.
This document discusses the five dysfunctions of teams according to Patrick Lencioni's model: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It describes how teams struggling with these dysfunctions operate less effectively compared to high-functioning teams that have established trust, engage in productive conflict, make decisions and commitments, hold each other accountable, and focus on achieving results together. The document provides guidance on how teams can overcome these dysfunctions, including the important role of leadership in modeling vulnerability, surfacing issues, and driving teams to focus on collective outcomes.
From dysfunction to cohesion for results.Lucy Barkas
The document discusses the importance of teamwork and effective teams. It describes how cohesive teams make better decisions, tap into all members' skills and opinions, avoid politics and conflict, and focus on results. In contrast, dysfunctional teams limit debate, avoid sharing information, and waste time on hidden agendas. The document then outlines the five behaviors of effective teams according to Patrick Lencioni's model: trust, conflict, commitment, accountability, and results. Building these behaviors can help teams achieve their goals through improved decision making and a cooperative environment.
The document provides an overview of a training on team building. It introduces the trainer, Dr. Hailemariam Kebede, who has degrees in management and business administration. The objectives are to gain a greater understanding of how teams develop and perform, in order to build high-performing teams. Key topics covered include the differences between groups and teams, stages of team development, characteristics of effective and ineffective teams, and techniques for active listening, giving feedback, and resolving conflicts constructively.
This document discusses teams and team effectiveness. It describes different types of teams including formal, informal, command, and committee teams. Characteristics of effective teams include clear purpose, self-awareness, performance goals, informal atmosphere, participation in discussions, agreement on decisions, and individuals carrying their weight. Leadership roles involve directing, coaching, supporting, and delegating. Stages of team development include forming, storming, norming, and performing. Guidelines for effective meetings include distributing agendas in advance, starting and ending on time, clarifying authority, and selecting an effective chairperson. Conflict can be constructive if managed properly to improve solutions and change, but groupthink should be avoided. Defining team charters supports performance and establishes
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
Having employee problems? Employees do not seem to be able to get along? Need more teamwork? A good class in Conflict Management might be just what the doctor ordered. You have here 38 slides for a full-day class with exercises and activities to help employees and managers learn how to better handle conflict in the workplace. Call me if you have any questions: 612-310-3803. John
This document provides information about team building. It defines what a team is as a group of people united to achieve common objectives and purposes. It discusses why teams are needed for goals accomplishment, productivity, planning, conflict resolution, and commitment. It describes the strengths of teams as the alignment between individual and organizational values and goals. It outlines stages of group development and roles of group members. It lists characteristics of effective teamwork like participation, openness, collaboration, and commitment. It defines team building as empowering individuals to enhance team performance through developing interpersonal skills and relationships. It discusses the focus of team building on tasks, goals, and relationships. It outlines benefits of team building to team members, leaders, and organizations.
This document outlines the key aspects of organizational health according to Patrick Lencioni. It discusses how cohesive leadership, clarity of vision and values, effective communication of that vision, and reinforcement of the culture through hiring and processes can give a company a significant advantage. It provides checklists for building a cohesive leadership team, creating clarity, overcommunicating clarity, and reinforcing clarity through various organizational systems and practices. When these elements are in place, an organization's success becomes very difficult to prevent.
This document covers key aspects of effective team formation and development. It discusses the importance of teamwork, attributes of effective teams, understanding differences among team members, and the typical stages of team development. It also addresses dealing with difficult moments and creating supportive group dynamics. The session provides guidance on team attributes, communication, conflict resolution, and creating agreements to facilitate productive collaboration.
This document provides an overview of a 2-day workshop on building a healthy and effective team. Day 1 focuses on evaluating the team, building trust through exercises, managing conflicts, and providing feedback. Day 2 focuses on achieving commitment, accepting responsibility, focusing on results, and concluding the workshop. The document also summarizes Patrick Lencioni's five dysfunctions of a team and provides tips for overcoming each dysfunction.
The document discusses team formation and management. It describes the importance of teams and how they are more successful than individuals working alone. It discusses the different stages of team development including forming, storming, norming, performing, and adjourning. It also discusses characteristics of effective teams, types of team models, guidelines for writing team contracts, and how to manage team communications.
A team supports an environment that lets team members flourish, meaning there is open communication, no games or hidden agendas, no schmoozing the team leader, transparency, and motivated team members who want to struggle together to achieve goals.
Another essential function of leadership is encouraging team spirit. There is a saying that if you have a handful of dry grass you can use each individual blade to sweep a floor but it is much more effective to combine them into a brush. In the same way individual employees working alone, however motivated they might be, are nowhere as effective as when they work as a team.
The document discusses the importance of teamwork. It defines a team as a small group of people with complementary skills committed to a common purpose and goals who hold each other accountable. Teams are important because most business tasks require multidisciplinary teams. The document then outlines the stages of team building, including forming, storming, norming, performing, and adjourning. It provides tips for effective communication, conflict resolution, and roles within high-performing teams.
This presentation is about human resource management and the roles and skills of a human resource manager. It covers topics such as team development, team conflicts, emotional intelligence, personality types, and decision-making techniques. It explains the characteristics of high-performing teams and the dysfunctions of low-performing teams. It also provides some methods for resolving conflicts and improving team performance, such as devil’s advocacy and dialectical inquiry.
Managing team and organizational conflictMasum Hussain
This document discusses managing team and organizational conflict. It begins by defining team conflict and discussing its nature. It then provides a six-step procedure for dealing with conflict in teams that involves listening, understanding other perspectives, showing concern for relationships, finding common ground, generating new solutions, and reaching agreements. It also discusses types of team conflicts, sources of conflict, and effective ways to deal with team conflict. For organizational conflict, it covers types, causes, positive and negative outcomes, and effects on performance. Finally, it discusses conflict resolution, resolution of organizational conflict, and benefits of proper conflict management.
The higher you go up in any organization, the more people you serve, not the other way around.George Couros.
A workshop topic within KRS Agile coaching circles for our Leadership team. We focus hard on creating a safe space for staff and on building a culture of trust and inclusivity. We create an environment where staff can bring their whole self to work.
This document discusses the five dysfunctions of teams according to Patrick Lencioni's model: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It describes how teams struggling with these dysfunctions operate less effectively compared to high-functioning teams that have established trust, engage in productive conflict, make decisions and commitments, hold each other accountable, and focus on achieving results together. The document provides guidance on how teams can overcome these dysfunctions, including the important role of leadership in modeling vulnerability, surfacing issues, and driving teams to focus on collective outcomes.
From dysfunction to cohesion for results.Lucy Barkas
The document discusses the importance of teamwork and effective teams. It describes how cohesive teams make better decisions, tap into all members' skills and opinions, avoid politics and conflict, and focus on results. In contrast, dysfunctional teams limit debate, avoid sharing information, and waste time on hidden agendas. The document then outlines the five behaviors of effective teams according to Patrick Lencioni's model: trust, conflict, commitment, accountability, and results. Building these behaviors can help teams achieve their goals through improved decision making and a cooperative environment.
The document provides an overview of a training on team building. It introduces the trainer, Dr. Hailemariam Kebede, who has degrees in management and business administration. The objectives are to gain a greater understanding of how teams develop and perform, in order to build high-performing teams. Key topics covered include the differences between groups and teams, stages of team development, characteristics of effective and ineffective teams, and techniques for active listening, giving feedback, and resolving conflicts constructively.
This document discusses teams and team effectiveness. It describes different types of teams including formal, informal, command, and committee teams. Characteristics of effective teams include clear purpose, self-awareness, performance goals, informal atmosphere, participation in discussions, agreement on decisions, and individuals carrying their weight. Leadership roles involve directing, coaching, supporting, and delegating. Stages of team development include forming, storming, norming, and performing. Guidelines for effective meetings include distributing agendas in advance, starting and ending on time, clarifying authority, and selecting an effective chairperson. Conflict can be constructive if managed properly to improve solutions and change, but groupthink should be avoided. Defining team charters supports performance and establishes
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
Having employee problems? Employees do not seem to be able to get along? Need more teamwork? A good class in Conflict Management might be just what the doctor ordered. You have here 38 slides for a full-day class with exercises and activities to help employees and managers learn how to better handle conflict in the workplace. Call me if you have any questions: 612-310-3803. John
This document provides information about team building. It defines what a team is as a group of people united to achieve common objectives and purposes. It discusses why teams are needed for goals accomplishment, productivity, planning, conflict resolution, and commitment. It describes the strengths of teams as the alignment between individual and organizational values and goals. It outlines stages of group development and roles of group members. It lists characteristics of effective teamwork like participation, openness, collaboration, and commitment. It defines team building as empowering individuals to enhance team performance through developing interpersonal skills and relationships. It discusses the focus of team building on tasks, goals, and relationships. It outlines benefits of team building to team members, leaders, and organizations.
This document outlines the key aspects of organizational health according to Patrick Lencioni. It discusses how cohesive leadership, clarity of vision and values, effective communication of that vision, and reinforcement of the culture through hiring and processes can give a company a significant advantage. It provides checklists for building a cohesive leadership team, creating clarity, overcommunicating clarity, and reinforcing clarity through various organizational systems and practices. When these elements are in place, an organization's success becomes very difficult to prevent.
This document covers key aspects of effective team formation and development. It discusses the importance of teamwork, attributes of effective teams, understanding differences among team members, and the typical stages of team development. It also addresses dealing with difficult moments and creating supportive group dynamics. The session provides guidance on team attributes, communication, conflict resolution, and creating agreements to facilitate productive collaboration.
This document provides an overview of a 2-day workshop on building a healthy and effective team. Day 1 focuses on evaluating the team, building trust through exercises, managing conflicts, and providing feedback. Day 2 focuses on achieving commitment, accepting responsibility, focusing on results, and concluding the workshop. The document also summarizes Patrick Lencioni's five dysfunctions of a team and provides tips for overcoming each dysfunction.
The document discusses team formation and management. It describes the importance of teams and how they are more successful than individuals working alone. It discusses the different stages of team development including forming, storming, norming, performing, and adjourning. It also discusses characteristics of effective teams, types of team models, guidelines for writing team contracts, and how to manage team communications.
A team supports an environment that lets team members flourish, meaning there is open communication, no games or hidden agendas, no schmoozing the team leader, transparency, and motivated team members who want to struggle together to achieve goals.
Another essential function of leadership is encouraging team spirit. There is a saying that if you have a handful of dry grass you can use each individual blade to sweep a floor but it is much more effective to combine them into a brush. In the same way individual employees working alone, however motivated they might be, are nowhere as effective as when they work as a team.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
The Five Disfunctions of a Team
1. The 5 Dysfunctions of a Team
Based upon the material by
Pat Lencioni – President,
The Table Group
www.tablegroup.com
Presented by Eric Brown
2. Pat Lencioni -
“Teamwork remains the one
sustainable competitive
advantage that has been largely
untapped.”
From Overcoming the Five Dysfunctions of a Team
3. Dysfunctions #1
The fear to be vulnerable with
team members prevents the
building of trust within the
team.
This is vulnerability based
trust: “I was wrong”, “I made
a mistake”, “I need your help”
Work with people to gain trust
Absence of
TRUST
4. Absence of Trust
• One person can destroy a team’s trust and,
consequently, the decision making process.
Example: the person that talks in meetings and no
one comments on his ideas because ALL he will do
is defend his position until someone changes the
subject.
This shuts a team down
5. Building Trust
• Trust is the foundation of teamwork.
• Building trust takes time, but the process can be
greatly accelerated.
• Like a good marriage, trust on a team is never
complete; it must be maintained over time.
6. Dysfunctions #2
The desire to preserve artificial
harmony stifles the occurrence
of productive, ideological
conflict.
This is healthy, passionate
debate: “What do you think of
this idea?”
Trust is essential for conflict
Fear of
CONFLICT
Absence of
TRUST
7. Fear of Conflict
• Are people holding back? Are they picking their
battles?
• The most important place for conflict is in
meetings!
Example: “why are there so many meetings?”,
“meeting don’t matter”, “why are they so long?”
It’s not that there are too many meetings, it’s
that they’re bad meetings
Meetings should matter, and the first 10 minutes
should be the best!
8. Mastering Conflict
• Good conflict among team members requires
trust, which is all about engaging in unfiltered,
passionate debate around issues.
• Even among the best teams, conflict will at times
be uncomfortable.
• Conflict norms, though they will vary from team
to team, must be discussed and made clear among
the team.
• The fear of occasional personal conflict should
not deter a team from having regular, productive
debate.
9. Dysfunctions #3
The lack of clarity and/or fear
of being wrong prevents team
members from making
decisions in a timely and
definitive way.
This is all the cards on the
table: “Can you commit to this
idea?”
Healthy debate leads to
commitment
Lack of
COMMITMENT
Fear of
CONFLICT
Absence of
TRUST
10. Lack of Commitment
• If people do not weigh in/debate during
meetings, then they will not actively commit to the
final decision.
Example: after the fact meetings, “can you believe
he said that?”, “I am not sure this is the best idea
for us at this time”, “I’m not 100% behind this.”
If people do not commit they will not hold each
other accountable. The leader has to be willing to
do this first.
11. Achieving Commitment
• Commitment requires clarity and buy-in.
• Clarity requires that team avoid assumptions and
ambiguity, and that they end discussions with a
clear understanding about what they’ve decided
upon.
• Buy-in does not require consensus. Members of
great teams learn to disagree with one another
and still commit to a decision.
12. Dysfunctions #4
The need to avoid interpersonal
discomfort prevents team
members from holding one
another accountable for their
behaviors.
This is holding others
accountable for their behavior
Peer to peer is powerful
Avoidance of
ACCOUNTABILITY
Lack of
COMMITMENT
Fear of
CONFLICT
Absence of
TRUST
13. Avoidance of Accountability
• This applies to all levels: team level; manager
level; director level; VP level; C level; Board level
Example: leaders usually have the hardest time
holding their people accountable. Peer pressure
and letting down a colleague will motivate a team
player more than any fear of punishment or
rebuke.
14. Embracing Accountability
• Accountability on a strong team occurs directly
among peers.
• For a culture of accountability to thrive, a leader
must demonstrate a willingness to confront difficult
issues.
• The best opportunity for holding one another
accountable occurs during meetings, and the
regular review of a team scoreboard provides a
clear context for doing so.
15. Dysfunctions #5
The desire for individual credit
erodes the focus on collective
success.
This is about what the team is
trying to achieve more than a
member’s personal interest
Inattention to
RESULTS
Avoidance of
ACCOUNTABILITY
Lack of
COMMITMENT
Fear of
CONFLICT
Absence of
TRUST
16. Inattention to Results
• By nature, people tend to drift and will pay
attention to other things if they are not held
accountable.
Example: a person more interested in personal
growth, own interests, or departmental goals than
the team results
17. Focusing on Results
• The true measure of a great team is that it
accomplishes the results it sets out to achieve.
• To avoid distractions, team members must
prioritize the results of the team over the individual
or departmental needs.
• To stay focused, teams must publicly clarify their
desired results and keep them visible.
18. The Five Functions
• Build Trust
• Master Conflict
• Achieve Commitment
• Embrace Accountability
• Focus on Results
RESULTS
ACCOUNTABILITY
COMMITMENT
CONFLICT
TRUST
19. Strategies
Build Trust
• Identify and discuss individual
strengths and weaknesses
• Spend time in face-to-face
meetings and working sessions
RESULTS
ACCOUNTABILITY
COMMITMENT
CONFLICT
TRUST
20. Trust Exercises
• Get team members to share about growing up
• Go around the table answering three
questions: where they grew up; how many
siblings they have and where they fall in the
order; what was the most difficult/important
challenge of their childhood
• Behavior Profiles
• Use Myers-Briggs, DISC, or other such tool
• Have team complete tests prior to session
• At beginning of session give test overview
21. Trust Exercises
• List all types on a white board and discuss
• Have team identify their type and read brief
descriptions
• Identify team strengths and the weaknesses
they must avoid
• Within a week have team members go back
to the teams they lead and discuss their
profiles
22. Strategies
Master Conflict
• Acknowledge that conflict is
required for productive
meetings
• Establish common ground
rules for engaging in conflict
• Understand individuals natural
conflict styles
RESULTS
ACCOUNTABILITY
COMMITMENT
CONFLICT
TRUST
23. Conflict Exercises
• Give real-time permission as it is happening
• As conflict arises, pause to let the team know
this is good for the success of the team
• Mine for conflict
• Actively look for areas/topics that people are
avoiding and lay it on the table for discussion
• Bring clarity to how the team can expect to
engage in debate
• Have team members write down their
preferences for acceptable and unacceptable
24. Conflict Exercises
behaviors around discussion and debate
• Have members review their prefs with the
rest of the team while someone captures key
similarities
• Discuss prefs while paying special attention to
areas of difference
• Formally record and distribute behavioral
expectations for conflict/debate
25. Conflict Exercises
• Review Depth-Frequency Conflict Model with
team
• Have members recreate model on blank sheet
with their name at the top
• Pass sheets to the right and have each person
place an X on the chart indicating how the
person named at top engages in conflict
• When sheet returns to original owner have
each review his chart then plot all members on
a large chart for discussion/implications
27. Strategies
Achieve Commitment
• Review commitments at the
end of each meeting to ensure
all members are aligned
• Adopt a “disagree and
commit” mentality – make sure
all members are committed
regardless of initial
disagreements
RESULTS
ACCOUNTABILITY
COMMITMENT
CONFLICT
TRUST
28. Commitment Exercises
• Commitment clarification
• Take last 5-minutes of meeting to go to white
board and ask, “what have we agreed upon
today?”
• If no consensus, provoke further discussion
• Everyone records all commitments and
distributes within 24 hours to needed parties
• Clarify team principles
• Have team discuss and come to resolution
around the following:
29. Commitment Exercises
1. Structure and schedule for meetings
2. Preferred methods for communication (i.e.
email, voice mail, etc.)
3. Timeliness of responding to one another
4. Use of common resources, human and
otherwise
5. Availability of members during non-work hours
6. Level of freedom to engage one another’s staffs
7. Extent to which being on time is a priority
30. Strategies
Embrace Accountability
• Explicitly communicate goals
and behavior
• Regularly discuss performance
versus goals and standards
RESULTS
ACCOUNTABILITY
COMMITMENT
CONFLICT
TRUST
31. Accountability Exercises
• Feedback forum for behavior and performance
• Have all team members answer the
following two questions about all other
members:
1. What’s the person’s most important behavioral quality
that contributes to strength of the team?
2. What’s the person’s most important behavioral quality
that detracts from the strength of the team?
• Begin with comments about the leader -
read all the positives
• Ask for response from leader: Any surprises?
32. Accountability Exercises
Any questions for clarifications?
• Continue to focus on leader reading all
negative comments
• Continue in this format for every team
member
• At the end have each member summarize
1-2 key take-away points for development
• At the next off-site meeting have members
report progress in these key areas
33. Strategies
Focus on Results
• Keep the team focused on
tangible group goals
• Reward individuals based on
team goals and collective
success
RESULTS
ACCOUNTABILITY
COMMITMENT
CONFLICT
TRUST
34. Results Exercises
• Establish a team scoreboard
• Have the team discuss and agree upon a
handful of supporting objectives that must be
accomplished for the overall goal to be
achieved
• Make goals public and real
35. Obstacles to Avoid
• The leader is not truly committed to building a
quality team
• Team members are holding back
• Someone is dominating the session
• Team members are dispersed and do not
generally spend much time together
• A top performer is not committed or interested in
the team-building process
• A team member reports to two different teams
36. The Role of the Leader
• Be Vulnerable
• Demand Debate
• Force Clarity & Closure
• Confront Difficult Situations
• Focus on Collective Outcomes