In the final article of our dysfunctional teams series, we discuss the final disappointing output, which is the ultimate result of a team that isn’t functioning: a lack of performance and, consequently, results.
When a team does not hold each other accountable, this creates an environment where the 5th dimension can truly thrive: inattention to results.
This happens when team members put their individual needs, such as career development recognition, and ego or even their company’s needs as a whole above the team’s collective goals.
As Lencioni shares, like a chain, teamwork deteriorates if even one dysfunction is allowed to flourish when one link is broken.
If we go back to the previous post about lack of accountability, we can then understand what’s going on.
Suppose teammates are not held accountable for what they do and their contributions. In that case, they are more likely to turn their attention to their own personal needs and the advancement of what they want rather than their team colleagues, department, or company.
An absence of accountability is an invitation to team members to shift their attention to other areas rather than the whole team’s results.
Performing Teams Have a Different Focus
When a team is known for performing well, they have a completely different focus it’s about:
- achieving specific objectives,
- having clearly defined outcomes,
- and moving towards the end goal.
This is how they measure their performance which isn’t just about the bottom line and financial results; this is the performance at all levels of the team dynamic, which is outcome-focused.
So, where is their attention if a team is not focused on specific financial or input results?
Team and Individual Status As Drivers
When the team’s eye goes off the ‘results ball ‘, it tends to land in one of two areas—either the team or the individual status. Let’s explore both in turn.
As weird as this might sound, many teams fall prey to the ego status of being part of a specific team when it comes to team status.
This can happen in many teams and organisations; not for profit, academic departments and prestigious companies are all susceptible to this dysfunction.
Individual status is easier to understand. Human beings are wired to survive and seek self-preservation at all costs as our egos kick in. The ‘monkey’ brain described by Professor Steve Peters explains the unconscious patterns for all of us unless checked.
The challenge for leaders is that they must ensure their team makes the collective results of the group far more critical to each member than an individual’s personal goals.
As logical as this sounds, the issue is that many teams are just simply not results-focused.
Uncomfortable as it is to say, they simply exist and take each day at a time, never truly having that desire to drive forward and win.
Unfortunately for these groups, no trust conflict commitment or accountability can compensate for that lack of passion to perform and win.
Overcoming Inattention in Your Team
When it comes to removing inattention, there needs to be a focus on attention; logical, I know.
One of the easiest ways to do this relates to making results incredibly clear and only rewarding those behaviours and actions that contribute to their achievement.
You can do this using different methodologies to achieve your desired results.
Having a collective declaration that this team stands for X or Y and will deliver A or B can and does work.
A team willing to commit publicly to specific results they’re going to achieve is more likely to work with a passionate desire to achieve results.
However, teams that use the dreaded word ‘try ‘eventually set themselves up for failure.
There are results-based rewards that can work for some teams depending on their motivations.
Team members focus their attention on results tied to a financial reward; this works well for some teams though not all.
When it comes to achieving results, it’s time for the team leader to step up.
Though this is terrible management jargon, walking the talk is needed here. If a team senses that their leader is not as focused on results, they won’t be either.
A team leader must demonstrate how important results are and live and breathe the behaviours they want to see as they coach and develop their team to move forward to success.
If you want help and advice around developing a team that will focus on results and be committed and accountable, do get in touch as we have developed several programmes that can help. From Insights Discovery team development, Strengthsfinder to Liberating Leadership. Please send me an email here or call us on 0845 548 0833.
Until next time,
Julia Carter
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