In the last post, I talked about values and the idea that effective leaders need to know themselves and what is important to them before they can productively lead others. Today, I'm going to write about being involved on teams - and why, despite best intentions, some teams don't function in a healthy way.
I am not new to teams, I've been part of many. Some were more effective than others. I remember being part of team of 10-15 professionals that was regularly in a state of group development and think tanks, with a lot of monetary resources allocated and spent. For some reason, we were rarely able to achieve our goals. We had lots of talk. Then lots more talk. And big plans with big ideas. That's where we stayed. We were consumed with dysfunction and leadership's direction was more plans, more retreats, more talk. We were a classic example of what can happen when a staff lacks bravery, safety and regulation.
Patrick Lencioni writes about five dysfunctions of teams (2011). His clear articulation of leadership related challenges make him a dynamite resource for managers. I wish I would have known then what Lencioni teaches. The influence we could have had in our community would have been life-changing.
Dysfunction #1 - Lack of Trust. That was us. In the early days of our team, when everything was sunshine and roses we made so many great plans - we could change the world But gradually with action items remaining unactioned, exclamations of "I can't do my job if you won't do your job" permeating staff meetings and goodwill that once existed between us having eroded, the idea of trusting co-workers to complete their responsibilities was not even a consideration.
Dysfunction #2 - Fear of Conflict. Now this is a tough one for me. I'm naturally a lover, not a fighter. But when I choose to believe things can magically improve without engaging in the struggle (some call it the Groan Zone or labor pains) that is necessary to bring about development, I'm giving in to fear and not leading out of a confident sense of my calling or my values.
Dysfunction #3 - Lack of Commitment. Lencioni explains this like this, "without conflict and putting opinions on the table, it is difficult for team members to commit to decisions." That was eye-opening to me. I have always seen lack of commitment as being a personal shortcoming, but seeing commitment tied to feeling safe enough on a team to share your thoughts and ideas reframed my thinking.
Dysfunction #4 - Accountability Avoidance. When a group's action plan is unclear, leaders who are usually high functioning and assignment oriented may avoid managing the conduct and performance of their direct reports.
Dysfunction #5 - Inattention to Results. Group members put their personal agendas ahead of the teams needs when others are not held accountable.
After processing Lencioni's writings, it's clear that optimal performance can be achieved on a team if trust is created. Trust can be achieved when people feel safe enough to express their opinions and ideas, Once trust happens (which is magical), group members can commitment to a clear direction. This clear direction gives leaders what they need to do their job (manage direct reports) which keeps a teams focus on their goal.
This is good stuff. I'd love to hear your thoughts as I practice keeping my team functional through influential management.
Lencioni, P., Vulnerability, Leadership Excellence; Aurora. Vol 28, Issue 7, (Jul 2011); 16-
No comments:
Post a Comment