I am always looking for ways to change the culture at my work and build a more effective leadership team. This book was recommended by the authors of another book our leadership team read (Heart, Hope & Honesty by Craig De Fasselle and Scott De Fasselle). This book is actually "a leadership fable", so it's reader-friendly.
Basically, it talks about the "five natural but dangerous pitfalls" that organizations get caught in, which doesn't allow them to create a strong team. These pitfalls are referred to as the five dysfunctions of a team. The five dysfunctions are not separate issues, but are interrelated.
The first dysfunction is an absence of trust among team members. The solution to this dysfunction comes down to team members being vulnerable with each other. Each team member should be able to admit their mistakes and weaknesses without fear of reprisal or being seen as weak. A trusting team will ask each other for help; accept feedback; give people the benefit of the doubt before jumping to a negative conclusion; focus on the important issues and not politics. There has to be an understanding and acknowledgement of what talent(s) each team member brings to the team. One way to start learning to be more vulnerable is to share personal histories. (Nothing private, just personal experiences, interests, hobbies.) They also recommend using a profiling tool like the Myers-Briggs Type Indicator. I have done this in the past and it's quite interesting to see what personality types are on your leadership team.
The second dysfunction is a fear of conflict. If you think about it, all long-term, meaningful relationships in our personal lives have productive conflict from time to time. At work however, conflict, or "passionate debates" are seen as negative. The book mentions that it's "important to distinguish productive ideological conflict from destructive fighting and interpersonal politics." The result of productive conflict is finding the best solution to an issue in the shortest period of time without people holding grudges against each other. When teams don't discuss or debate issues openly and honestly, nothing ever gets resolved and there are behind-the-scenes conversations between individuals which are harmful to the team. The book suggests that a team member assume the role of "miner of conflict". The miner is "someone who extracts buried disagreements within the team and sheds the light of day on them." When team members get uncomfortable discussing a conflict, the miner needs to interrupt the discussion (conflict) simply to remind those that are uncomfortable that this is necessary.
The third dysfunction is lack of commitment. Commitment means clarity and buy-in from every single team member, whether they agree with the decision or not. Everyone wants to be "heard". They want their ideas discussed and considered. After being heard, people are more willing to commit themselves to a unified goal of the team, even if they don't 100% agree with it. Great teams realize that it's better to boldly make a decision and be wrong than to waffle. Waffling causes ambiguity, a lack of confidence and a fear of failure. One of the best tools for ensuring commitment is setting deadlines and fulfilling those deadlines with discipline and rigidity. The leader must push the team for closure around issues and stick to the team schedules/deadlines.
The fourth dysfunction is avoidance of accountability. This was an interesting one for me because the book talks about the necessity of team members willingly calling out their peers on performance or behaviors that hurt the team, instead of a leader holding each team member accountable. The "most effective and efficient means of maintaining high standards of performance on a team is peer pressure." Who knew? This will ensure that poor performers feel pressure to improve and it establishes respect among team members who are held to the same high standards. In order for this to happen however, each team member needs to know exactly what needs to be achieved, who needs to deliver what, and how everyone must behave in order to succeed. Clarity.
The fifth dysfunction is inattention to results. There is a tendency of team members to care about something other than the collective goal(s) of the group as a whole. A team that focuses on collective results will retain achievement-oriented employees and minimize individualistic behavior. Teams must be willing to publicly commit to specific results. This will promote team members to passionately and even desperately try to achieve the publicly-stated goals. "Teams that say, 'We'll do our best,' are subtly, if not purposefully, preparing themselves for failure." Rewards and recognition must be reserved for the team members who make real contributions to the achievement of the group goals.
This book is an important tool to use if you are trying, like me, to provoke positive change in how our company is run and to promote a sense of teamwork. I also bought Overcoming The Five Dysfunctions of a Team; A Field Guide, which I also plan to read!
Wendy's Rating: *****