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Team Leaders…
Stages of Team Development
• Each step builds on the previous one• Each step prepares for the performing stage• Skipping any step affects performing negatively• With every new significant challenge, the process repeats.
Relationship / Support LowHigh
Task Performance& Effectiveness
High
Forming
Storming
Norming
Performing
Source: Tuckman
Forming
• Orientation period • Becoming familiar with one another • Identifying the group’s tasks • Determining acceptable interpersonal
behaviors • Relying on leaders for structure
Storming
•Intra-group conflict •Challenging others and expressing individual viewpoints
•Lacking unity •Reacting emotionally to tasks •Testing out roles within the team
Norming
• Mutually accepting one another • Developing group cohesion • Establishing group norms and ground rules • Establishing roles within the team
Performing
• Solutions emerge • Becoming a problem-solving instrument • Contributing to the team’s purpose • Becoming interdependent and non-dependant
on the leader
From Forming to Storming• Build a shared purpose/mission and continuously clarify
team outcomes• Create a sense of urgency and rationale for the
purpose/mission• Select members based on resource and skill need• Invest time getting to know each member’s skills,
experiences, and personal goals• Bring individuals together to work on common tasks• Define recognition and rewards, both individual and
team-based• Work on personal commitment by linking personal goals
to team roles
From Storming to Norming• Build a common understanding by periodically communicating the
team’s purpose/mission• Acknowledge times when the group is struggling and take time to
discuss ways to move toward “Norming”• Set out to achieve focused performance goals / tasks• Encourage members to express their differing opinions, ideas, and
feelings with open-ended questions• Make connections between divergent perspectives; acknowledge
and accept where there are differences• Build a set of operating agreements (ground rules for team
behavior)• Raise issues, confront deviations from commitments, and
encourage disagreement and conflict
From Norming to Performing• Develop shared leadership based on expertise and development
needs• Translate common purpose and team expectations into
performance goals that are specified and measurable• Build consensus on overarching goals and approaches• Formally give and receive feedback within the team• Maintain focus on external relationships: commitments,
requirements, feedback, and competitive realities• Take risks by setting stretch performance goals while simultaneously
encouraging the disclosure of fears• Celebrate successes, share rewards, recognize team and individual
achievements• Continue to evaluate team against performance goals
“A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”
Katzenbach and Smith, The Wisdom of Teams
6 team basics - requirements for team performanceSize - Small Number – (generally fewer than 12)Skills - Complementary skillsPurpose - Common purposeGoals - Common set of specific performance goalsApproach - Commonly agreed upon working approachAccountability - Mutual accountability
High Performing Teams
Attributes of High Performing Teams• Clear goals that are accepted by all
team members• Set high standards of performance
and achieve them• Allow members to disagree• Embrace & navigate conflict well• Sense of unity and distinct
personality. Members feel free to represent each other
• Experience a feeling of synergy• Provide an opportunity to learn
and grow• Is flexible and can readily adapt to
change• Trust each other enough to ask for
help & feedback• Members listen and provide useful
feedback
• Communicate effectively. Members express themselves fully and frankly
• There are no hidden agendas• Allow individuals to be themselves
and make individual contributions• Support and help each other as
needed• Creatively solves problems• Creates a spirit of ownership & sense
of belonging• Clear roles and responsibilities • Interdependent; manages
boundaries and works well with other teams
• Mutual commitment and accountability
• Makes collective decisions efficiently and effectively
* Adapted from various sources
Inattention toResults
Avoidance ofAccountability
Lack of Commitment
Fear of Conflict
Absence of Trust
The 5 Dysfunctions of a Team
Source: The Five Dysfunctions of a Team, Lencioni
Team Members With an Absence of Trust…• Conceal their weaknesses and mistakes from one
another• Hesitate to ask for help or provide constructive
feedback• Hesitate to offer help outside their own areas of
responsibility• Jump to conclusions about the intentions and aptitudes
of others without attempting to clarify them• Fail to recognize and tap into one another’s skills ad
experiences• Waste time and energy managing their behaviors for
effect• Hold grudges• Dread meetings and find reasons to avoid spending time
together Source: The Five Dysfunctions of a Team, Lencioni
Members of Trusting Teams…• Admit weaknesses and mistakes• Ask for help• Accept questions and input about their areas of responsibility• Give one another the benefit of the doubt before arriving at a
negative conclusion• Take risks in offering feedback and assistance • Appreciate and tap into one another’s skills and experiences• Focus time and energy on important issues, not politics• Offer and accept apologies without hesitation• Look forward to meetings and other opportunities to work as a
groupSource: The Five Dysfunctions of a Team, Lencioni
Teams that Fear Conflict…• Have boring meetings• Create environments where back-channel politics and
personal attacks thrive• Ignore controversial topics that are critical to team
success• Fail to tap into all the opinions and perspectives of team
members• Waste time and energy with posturing and interpersonal
risk management
Source: The Five Dysfunctions of a Team, Lencioni
Teams that Engage in Conflict…• Have lively, interesting meetings• Extract and exploit the ideas of all team
members• Solve real problems quickly• Minimize politics• Put critical topics on the table for discussion
Source: The Five Dysfunctions of a Team, Lencioni
A Team that Fails to Commit…• Creates ambiguity among the team about
direction and priorities• Watches window of opportunity close due to
excessive analysis and unnecessary delay• Breeds lack of confidence and fear of failure • Revisits discussions and decisions again and
again• Encourages second-guessing among team
membersSource: The Five Dysfunctions of a Team, Lencioni
A Team that Commits…• Creates clarity around direction and priorities• Aligns the team around common objectives• Develops an ability to learn from mistakes• Takes advantage of opportunities before
competitors do• Moves forward without hesitation• Changes direction without hesitation or guilt
Source: The Five Dysfunctions of a Team, Lencioni
A Team that Avoids Accountability…• Creates resentment among team members who
have different standards of performance• Encourages mediocrity• Misses deadlines and key deliverables • Places an undue burden on the team leader as
the sole source of discipline
Source: The Five Dysfunctions of a Team, Lencioni
A Team that Embraces Accountability…
• Ensures that poor performers feel pressure to improve
• Identifies potential problems quickly by questioning one another’s approaches without hesitation
• Establishes respect among team members who are held to the same high standards
• Avoids excessive bureaucracy around performance management and corrective action
Source: The Five Dysfunctions of a Team, Lencioni
A Team that is Not Focused on Results…
• Stagnates and fails to develop and grow• Rarely defeats competitors• Loses achievement-oriented employees• Encourages team members to focus on their own
careers and individual goals• Is easily distracted
Source: The Five Dysfunctions of a Team, Lencioni
A Team that Focuses on Results…• Retains achievement-oriented employees• Minimizes individualistic behavior• Enjoys success and suffers failure acutely• Benefits from individuals who subjugate their
own goals/interests for the good of the team• Avoids distractions
Source: The Five Dysfunctions of a Team, Lencioni
Trust Interventions• Personal Histories – where I grew up, family
background and challenges
• Behavioral Profiling – such as Birkman, Hogan, MBTI, DiSC, FiroB, etc.
• Time Spent Together
Source: The Five Dysfunctions of a Team, Lencioni
Conflict Interventions• Conflict Profiling or Norming – i.e. TKI
• Conflict Mining – objectively and supportively facilitating hidden or suppressed conflict resolution
• Real-Time Permission – interruption to reinforce healthy debate
Source: The Five Dysfunctions of a Team, Lencioni
Commitment Interventions• Commitment Clarification – clear articulation of
agreements and decisions
• Cascading Communication – agreements and decisions cascade throughout the organization
• Scoreboard – organize meeting and discussions around the 2-3 wildly important goals of the organization
Source: The Five Dysfunctions of a Team, Lencioni
Accountability Interventions• Team Effectiveness Activity - Each team member gives specific
feedback to all team members on: 1) what is the single most important behavioral characteristic or quality demonstrated by this person that contributes to the strength of the team? & 2) what is the single most important behavioral characteristic or quality demonstrated by this person that can sometimes derail the team?
• 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
Results-Focus Interventions• Scoreboard - organize meeting and discussions around the
2-3 wildly important goals of the organization
• Team-Based Rewards – changing compensation and rewards so that team incentives weigh more heavily than individual incentives
• Team #1 – team members subordinate the needs and interests of the team they manage to the team in which they belong
Source: The Five Dysfunctions of a Team, Lencioni
Correlating 3 Human Behavior Concepts
Individuals Mental models, Personality, patterns of behavior, deep seated beliefs & assumptions
Small Group Norms - informal standards of behavior a group expects and anticipates of its members. It is not the “average behavior” of a group member, rather the groups’ expectation of any member.
Large Group Culture – • Underlying assumptions about the nature of reality• Shared pattern of beliefs and values• Set of tacit, shared understandings and meanings• Collective consciousness• “How we do things around here”• Values in operation
Source & Nature of Norms• Some norms facilitate team effectiveness and some hinder it• Norms evolve over a relatively long period of time• Norms exist for good reasons – in service to the needs of a group• Norms operate with different degrees of intensity dependent on the
needs of the individuals• Norms are persistent and often resistant to change as long as they
have the support of a group• Norms serve to keep a group cohesive – can build security and
affiliation
Source: Clapp (1980) Block, Petrella, Weisbord
Discerning Norms…• Behaviors that can be seen• What “is”, not what “ought to be”• “Listen, that’s the way we do it here in…”• “In this team everybody….”
Surfacing & Changing Team Norms
Infrequent Positive Practice
Potential Positive Norm
Infrequent Negative Practice
Potential Negative Norm
Frequent Positive Practice
Positive Norm
Frequent Negative Practice
Negative Norm
RareContribution to Team Effectiveness
Low(Hurting)
High(Contributing)
Common
Behavioral Frequency