Most of us are a part of teams inside and outside of our workplaces. I’m sure we have worked with some teams that are effective and others that are rather dysfunctional. So, what makes some teams function better than others? According to Patrick Lencioni, the author of The Five Dysfunctions of a Team, the characteristics of a cohesive, high-performing team are trust, conflict, commitment, accountability and results. He says that each of these behaviors builds upon and supports the others. Let’s explore these behaviors in more detail.
Building a Foundation of Trust
Trust is the foundation of a great team. Without trust, very little progress can be made. Teams with an absence of trust display behaviors such as concealing weaknesses and mistakes; not asking for help or feedback; holding grudges; and not helping outside of the scope of their specific job.
In cohesive teams, members trust each other’s abilities, intentions and integrity. Furthermore, they are comfortable being vulnerable with one another about their weaknesses, mistakes, fears and behaviors.
Mastering Conflict
Members of teams who trust one another are not afraid to engage in conflict around ideas. Conflict is sometimes considered to be a bad thing, and many people avoid it. However, conflict can be constructive and is needed to find the best solutions and make great decisions. If members don’t have an opportunity to share their thoughts and opinions on issues, they won’t buy into decisions.
Teams that don’t engage in healthy conflict may display behaviors like back-channel politics and personal attacks; avoiding controversial subjects that may be important to team success; and wasting time and energy with posturing and interpersonal risk management.
Achieving Commitment
If team members trust one another and have had the opportunity to discuss and engage in constructive conflict, there is a greater likelihood that they will commit to and support decisions even if they initially disagree. If there is a lack of commitment on a team, members will do as little as possible to support ideas and will not promote them on their respective teams.
To achieve commitment, members need to feel that all opinions and ideas have been put on the table and considered. Once that has occurred and there is clarity around the next steps, they will be more likely to buy in and support decisions that are made.
Embracing Accountability
Teams that gain commitment to decisions and standards of performance hold one another accountable for adhering to the decisions and standards. If there is a lack of accountability, teams don’t stick to decisions and accomplish goals.
Teams that embrace accountability don’t rely on the team leader as the primary source of accountability. They will also hold themselves and others accountable.
Focusing on Results
Achieving team goals is the reason why a team exists. If each of the prior behaviors is functioning well, members are likely focused on the team’s goals. They will not give in to temptations to place their departments, career aspirations or ego-driven status ahead of the team’s collective results.
By cultivating these five behaviors, teams can create a positive and productive environment that drives success and achieves goals.
