Overcoming the Dysfunctions of a Team

In my last post I exposed Lencioni’s five potential dysfunctions of a team. Addressing and overcoming each of the five dysfunctions is a crucial step toward improving team performance and success.

Let's explore each one – and uncover strategies for teams to navigate a clear path to success.

1) Absence of trust

Trust is the foundation of teamwork. Teams who lack trust conceal weaknesses and mistakes, are reluctant to ask for help, and jump to conclusions about the intentions of other team members. It is crucial to establish a team culture where individuals feel able to admit to mistakes and weaknesses, and use them as opportunities for development.

Strategies for developing mutual trust among team members:

1. Facilitate team-building exercises: Such activities can help team members to learn more about each other on a personal level, fostering a sense of camaraderie and understanding that can build trust.
2. Model vulnerability: You can lead by example by being open about your own mistakes and weaknesses. This can encourage team members to do the same, fostering an environment of honesty and mutual respect.
3. Promote open communication: Encourage team members to share their thoughts, ideas, and concerns openly. Try making an extra effort to include people who are a little more reserved, and recruit more outgoing members to team occasions where everyone has a chance to speak, can help create a culture of transparency and trust.

2) Fear of conflict

Teams who lack trust fear conflict and are often reluctant to discuss controversial topics and share perspectives and ideas. These discussions are necessary to enable the team to reach a decision, or agree on how to approach and resolve a problem.

Strategies to overcome a fear of conflict:

1. Establish shared rules for healthy debate: Make it clear that disagreement is not only acceptable but encouraged – as long as it's respectful and constructive.
2. Reward candor: if someone has a problem or disagreement, thank them for raising the issue, even if they don’t end up getting their own way. When issues are resolved successfully, consider sharing the story in a more open forum (when appropriate!) as an example of constructive conflict or compromise.
3. Mediate disagreements: When conflicts arise, help mediate the situation. This can help ensure that the conflict stays focused on ideas and does not become personal.

3) Lack of commitment

When teams do not engage in open discussion due to a fear of conflict, team members often feel that their ideas and opinions are not valued. They may become detached or even resentful, and fail to commit to the chosen approach or common goal as a result.

Strategies to overcome a lack of commitment:

1. Involve team members in decision-making: Ensure that everyone feels they have a voice in decisions that affect the team. This can lead to higher levels of commitment.
2. Clearly communicate the team's vision and goals: Regularly remind your team of what they're working towards to keep them committed. Provide the larger context that informs the team’s work. Make it clear how team members’ work contributes to the bigger picture by illustrating dependencies between the team’s tasks.
3. Celebrate achievements and track progress: Recognizing and celebrating when the team meets their goals can help reinforce commitment.

4) Avoidance of accountability

Team members who have not bought-in to the chosen approach or goal will not feel accountable for achieving it.

Strategies to overcome an avoidance of accountability:

1. Set clear expectations: Make sure each team member understands what is expected of them, both by the manager and one another. Invite the team to explicitly define a shared set of standards and collectively commit to sticking to them.
2. Be consistent: Apply rules and standards to everyone equally – if you are always letting certain things slide, the standards are not really ‘a standard’, and you would be better off ‘legalizing’ what you’re currently overlooking.
3. Set team targets and make progress visible: In some types of team, consider setting shared targets and making performance visible. This encourages everyone to pull their weight – some people don’t mind slacking-off on the boss but don’t want to let their mates down.
4. Lead by example: Hold yourself accountable and expect the same from your team. This can help foster a culture of responsibility and accountability.

5) Inattention to results

Team members who are not held accountable for their contributions are more likely to become distracted and focus on individual goals instead of collective success.

Strategies to increase attention to results:

1. Set team goals: Establish clear, measurable goals for the team and regularly check in on progress.
2. Reward team success: Implement a system to recognize and reward the team for achieving their goals.
3. Reiterate the importance of team success: Regularly communicate the value of collective results over individual accomplishments. Recognize and reward people for putting the team goals ahead of their own. Contextualize individual performance through how it impacts the overall success of the team.

Team dynamics play a pivotal role in the success of any organization. The intricacies of how members interact, trust, communicate, and work towards a collective goal can make or break any ‘collaboration’.

As I’ve delved deep into the dysfunctions, it’s evident that addressing them systematically transforms the fabric of group interactions and paves the way for unprecedented success.

Trust, open communication, accountability, and shared vision are not just buzzwords; they are the lifeline of a high-performing team.

So, as you move forward, remember that fostering a harmonious team environment is an ongoing process that offers invaluable rewards. Here’s to building teams that function efficiently and thrive together!

Teamwork: The Five Dysfunctions of a Team

One of the most interesting models of team effectiveness was developed by Patrick Lencioni (2005). According to him, all teams have the potential to be dysfunctional. To improve the functioning of a team, it is critical to understand the type and level of dysfunction.

There are five potential dysfunctions of a team in Lencioni’s model:

1. Absence of Trust:

This occurs when team members are unwilling to be vulnerable with each other, hiding weaknesses or mistakes, and not being open to asking for help. This lack of vulnerability prevents the development of trust, which is the foundation of a high-performing team.

2. Fear of Conflict:

Teams where trust is absent are often unable to engage in healthy, constructive debate. They may avoid conflict or seek artificial harmony, which can lead to a lack of clear thinking and decision-making.

3. Lack of Commitment:

When teams fear conflict, they may struggle to commit to decisions and plans of action. This can result in ambiguity and a lack of clear direction, making it difficult to move forward effectively.

4. Avoidance of Accountability:

Without clear commitments and a willingness to hold each other accountable, teams may struggle to address shortcomings or unproductive behaviors. This can lead to a decline in overall performance and a feeling of team members not being held responsible for their actions.

5. Inattention to Results:

When the previous dysfunctions are present, team members may prioritize their own individual needs and goals over the team's overall success. This can lead to a lack of focus on achieving collective results and a diminished sense of shared purpose.

Each of these dysfunctions has the ability to wreak havoc in a team, significantly impacting its members’ ability to work together effectively and achieve their goals. Regardless of the skill or experience, the more dysfunctions present, the less likely a team is to perform.

Luckily, Lencioni posits that if a team acknowledges and addresses the dysfunctions head-on, they can improve their performance. The benefits of that should be pretty clear, but I think Lencioni says it best with this quote:

“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.”

― Patrick Lencioni, The Five Dysfunctions of a Team: A Leadership Fable

In a future post I’ll address how to overcome the 5 dysfunctions of a team.

Lean Quote: Good Leaders vs Great Leaders

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Good leaders build products. Great leaders build cultures. Good leaders deliver results. Great leaders develop people. Good leaders have vision. Great leaders have values. Good leaders are role models at work. Great leaders are role models in life."   —  Adam Grant   

What differentiates a great leader from good leader?

Great leaders are not just ‘better’ than good leaders. They are a class apart. They inspire to learn and grow, spread positive energy, uproot complacency, and can turn an unproductive group into a blooming one with their effective and powerful personality.

Being a good leader requires you to have your own set of qualities that give you the ‘good’ title.

Good leaders often work toward protecting the current state of affairs. They keep the good ideas going, work around them, and witness gradual growth.

Great leaders, on the other hand, are game-changers. They innovate, generate ideas of their own, and make them work.

You will be lucky to work with great leaders as they motivate you to become one. Talking about the differences, the following are the stark differences between a good and great leader:

Good Leaders Tell You What They Can Do and Great Leaders Make You Realize What You Can Do

Great leaders have magnetic personalities. They make you feel better about yourself, and who does not like to be accompanied by people of this nature?

Leaders who impress you with their capabilities and knowledge are good. The ones who have the ability to make you feel better are considered to be great.

Good Leaders Will Have the Right Attitude, and Great Leaders Make Friends

A good leader comes out to be bigger than life, having huge responsibilities and a different lifestyle.

On the other hand, you will be able to relate to a great leader. They will be someone you can trust and call your friend and do not show the difference between themselves and you, and they work towards diminishing the gap between them and their team.

Good Leaders Say, Great Leaders Make You Believe

Good leaders will tell you that you are doing great, and a great one will appreciate you and motivate you to do even better.

There is no learning limit with great leaders. They are focused on your growth, learning, and efficiency, along with the company’s targets.

Actions of trust and respect by a great leader make people feel included and important.

A great leader goes beyond just managing the team—they inspire, motivate, and create a high-performance culture that drives lasting success.

Delegation vs Empowerment

As a business leader, you have a responsibility to develop others, leverage your resources, and create an environment that engages people to volunteer their commitment. These are traits of a good leader, and one of the most effective tools you can use to fulfill your responsibilities and allow others to contribute is delegation and empowerment.

Delegation and empowerment are two ends of a continuum that leverage resources, develop others, and allow people to feel as if they are contributing.

The key difference between delegation and empowerment comes down to one important factor: who is in control, or how much autonomy does the individual have in the job.

“To delegate” is to deliberately assign a defined task, mission, or function to a specific person or entity, normally a direct report or subordinate.

“To empower” is a broader term that conveys giving or allowing others the freedom to act with little (or any) prompting, direction, or supervision. It also includes providing additional tools to enhance a person's capabilities.

There are three factors you must consider when deciding if you want to delegate or empower: knowledge, skills, and abilities. The more competent and experienced the team member, the more you can empower them to take ownership of the task and exercise more control. On the other hand, for less experienced team members, more direction and control may be required to ensure successful completion of the task.

The amount of control and autonomy required to complete a task is an important factor to consider when deciding whether to delegate or empower. Tasks that are very prescribed may not provide many opportunities for empowerment, but there may still be some aspects that can be delegated to team members to develop their skills and provide additional support.

Another important factor is the amount of control and autonomy that a leader is willing to give when deciding whether to delegate or empower. Unfortunately, some leaders have a tendency to micromanage everything and everyone, feeling that they must be involved in every decision and activity.

Leaders who micromanage may feel that their team members don’t have the necessary knowledge, skills, or abilities to complete tasks successfully without their guidance. However, this mindset can be counterproductive, as it can stifle creativity and innovation, demotivate team members, and limit their potential for growth and development.

Moreover, micromanagement can be a drain on a leader’s time and energy, leaving them little time to focus on strategic initiatives and higher-level tasks. It can also create a sense of distrust between the leader and their team members, eroding the team’s morale and productivity.

Your job, as a leader, is to develop others, leverage your resources, accomplish the work, and create an environment that engages people to volunteer their commitment. You can do this by giving people appropriate levels of control and autonomy with delegation and empowerment.

Delegation and empowerment creates a sense of ownership and responsibility within your team. It allows your team members to take the lead in their assigned tasks and work towards achieving the desired results. This, in turn, leads to increased productivity, better teamwork, and improved morale.

Delegation and empowerment also help in developing your team members’ skills and abilities. As you delegate tasks and empower them to make decisions, they gain valuable experience and knowledge that will benefit them in their career growth.

Moreover, by delegating and empowering your team members, you as a leader can be free to focus on strategic initiatives and higher-level tasks. As you delegate more tasks, you free up your time and energy to focus on more significant issues, such as planning, strategizing, and creating new business opportunities.

Delegation and empowerment are powerful tools that can help leaders leverage their resources, develop their team members, and create an environment that fosters engagement and commitment. By understanding the differences between delegation and empowerment, leaders can determine when to use each one and how to apply them effectively.

Understanding Intrinsic and Extrinsic Motivation in Your Employees

What motivates your employees?

A key component of leadership is motivation and how different techniques can be used to motivate and engage employees. Intrinsic and extrinsic motivation refer to the forces that drive behavior. Internal motivation arises from within, while external motivation comes from outside forces.

Intrinsic motivation is when you engage in a behavior because you find it rewarding. You are performing an activity for its own sake rather than from the desire for some external reward. The behavior itself is its own reward.

Extrinsic motivation is when we are motivated to perform a behavior or engage in an activity because we want to earn a reward or avoid punishment.2 You will engage in behavior not because you enjoy it or because you find it satisfying, but because you expect to get something in return or avoid something unpleasant.

Of the two types of motivation, intrinsic motivation tends to be the strongest motivator over the long-term. Both intrinsic and extrinsic motivations can be helpful if you understand how to leverage them for employee professional development. Many people think intrinsic motivation is the most desirable of the two, but both have their strengths if you know how to take advantage of them.

Intrinsic motivation isn’t possible in every situation due to human nature. No two employees are precisely alike in what motivates them and what brings them satisfaction in the workplace. Not all intrinsically motivated individuals will apply those skills in their workplace, either.

While it’s true that employees do benefit from a bit of intrinsic motivation, extrinsic motivation comes in to offer something extra. These incentives — whether it’s a special perk, a bonus or something similar — can push your team forward. Offering the chance of rewards or praise can get them to complete tasks they weren’t initially interested in or level the playing field for all employees to participate and move your department or company towards the same goal.

Generally, managers should utilize extrinsic rewards when they need to motivate their team to take on new responsibilities or learn new tasks. Try not to rely on extrinsic motivation for everything, as that can create the unrealistic expectation that there will always be this kind of reward.

It’s possible to influence intrinsic motivation, though it’s not as straightforward as offering an extra day off for the highest performer on the team. Personal preference means that some people will never grow interested in a topic or want to pursue continuing education, no matter how much it can benefit them in the workplace.

But that’s not always the case. Some extrinsic motivation, such as recognition for a job well done or delivering positive feedback, can be utilized as tools to inspire intrinsic motivation. This also has a positive effect on employee motivation. 

Rewards used to inspire extrinsic motivation can encourage intrinsic enjoyment of the task over time. However, too many extrinsic rewards can have the opposite effect, leading employees to rely on them to stay motivated.

Both extrinsic motivation and intrinsic motivation drive human behavior. There are several key differences between motivation that comes from external rewards and the kind that is driven by an individual's genuine interest, including the influence of each type on a person's behavior and the situations in which each type will be most effective.

Understanding how each type of motivation works and when it is likely to be useful can help people perform tasks (even when they do not want to) and improve their learning.

Lean Quote: Leaders Create a Platform for Spreading Ideas

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Leadership is the art of giving people a platform for spreading ideas that work."   —  Seth Godin   

Leaders create a platform for spreading ideas by providing spaces, opportunities, and support for individuals and teams to share their thoughts, perspectives, and innovations. This involves fostering open communication, encouraging brainstorming, and empowering people to express their ideas confidently.  

Here are some ways leaders create platforms for spreading ideas: 

1. Fostering Open Communication: 

• Leaders establish a culture where people feel comfortable sharing their thoughts and ideas without fear of judgment or ridicule. 

• They actively listen to diverse viewpoints and encourage respectful dialogue. 

• They create spaces for informal conversations and brainstorming sessions.  

2. Providing Opportunities for Idea Sharing: 

• Leaders implement systems and tools that make it easy for individuals and teams to share their ideas. 

• They may use online platforms, brainstorming sessions, or regular team meetings to facilitate idea sharing. 

• They ensure that everyone has a voice and that their ideas are heard.  

3. Empowering People to Express Their Ideas: 

• Leaders encourage individuals to take ownership of their ideas and to present them with confidence. 

• They provide support and resources to help people develop their ideas and communicate them effectively. 

• They celebrate and reward individuals who share their ideas and contribute to the team's success.  

4. Driving Innovation: 

• By creating a platform for spreading ideas, leaders can drive innovation within their organizations. 

• They can identify new opportunities, develop new products or services, and improve existing processes. 

• They can also build a more engaged and motivated team by empowering individuals to contribute their ideas.  

In essence, leaders who create a platform for spreading ideas are not just about having great ideas themselves; they are about enabling others to share their brilliance and contribute to collective success.