Our most recent post about leading virtual teams in our remote-first world was a precursor to a series of posts I am keen to write to help leaders manage and lead ineffective, disordered, and downright dysfunctional teams.
Patrick Lencioni penned a New York Times bestseller twenty years ago about the challenge of leading dysfunctional teams; it is as relevant today as it was then.
I would humbly suggest even more so with the current state of the working environment we all occupy.
Now leaders are navigating remote or hybrid working and increased burnout along with the impending great resignation as predicted by Microsoft’s Work Trends index who share data that suggests 46% of the working population are considering a move because they can work remotely.
If ever there was a time to reverse the dysfunctions of our team, it is now.
Over the next few posts, I will share an updated overview of the five main dysfunctions and then do a deep dive into each one with some additional thoughts and ideas that will help.
Five Dysfunctions Many Teams Exhibit
You might be screaming at your laptop that there are more than five! However, the examples I am about to share are the most relevant. Manage them, and the results your team deliver will change exponentially.
1. The Absence of Trust
Trust is vital for any relationship, be that personal or professional. If you want to do a deep dive on this concept, put The Speed of Trust on your Amazon wish list. Stephen Covey’s eldest son wrote this revolutionary book some years ago. He states that trust is the basis of our global economy, yet its power is overlooked and misunderstood.
Many leaders have had to embrace trust and collaborate with a remote team over the past few years.
Trust, of course, lies at the heart of any productive team; without it, teamwork is impossible in building a team.
As Patrick states, trust is the confidence team members have that their teammates’ intentions are good and that it is OK to be vulnerable and open with each other rather than being based on the past behaviour of a colleague. Next time we will dive deeper into how to re-establish or create trust when it is missing.
2. Fear of Conflict
Debate is an old-fashioned word and yet one we could all do with adding to our leadership toolbox! A recent presentation I attended reviewed the topic of conflict and how powerful it can be to move forward. The speaker made the logical comment that if both directors agree without debate, potential growth is stalled.
In many organisations, the challenge is that conflict is avoided at all costs, especially the higher up the leadership hierarchy you move.
And yet, extraordinarily successful teams, marriages and friendships have an elevated level of debate, especially when they focus on ideas and discussion rather than mean mouthed criticism.
Next on the list is the c-word. I am sure you have worked this one out. Nothing happens until everyone is committed.
3. Lack of Commitment
When it comes to effective teams, commitment is a function of two clear elements.
- One is understanding because of clarity,
- and the second is buying into what has been agreed.
Successful teams are clear and make timely decisions, and they then move forward with all the team, even those who voted against the initial decision, being ready to act and move on.
No team member is quietly hiding their doubts about whether to support the actions that they have all agreed on.
This all seems logical, so what are the two greatest causes of lack of commitment?
The ongoing need for consensus; does everybody have to agree?
Then, of course, the time-honoured need for certainty. Both interesting aspects that, with some focus, can be managed. I will cover that in-depth later next month.
As teams move into action, the practical application of ‘being’ accountable occurs.
4. Avoidance of Accountability
Being accountable to ourselves can move mountains. I attended a personal development programme some years ago, where I studied how to use an accountability tracker to manage my own implementation, which is a great idea.
In this context, we are talking about whether team members can ‘call’ each other out on their lack of follow-through that impacts the team.
This is the topic that centres around the ability to have difficult conversations. I have written on this topic many times over the years, which is why it is such a vital skill to master.
One of the most effective ways of maintaining high standards of performance is peer pressure. More than any system or policy you have, there is nothing like the fear of letting down your respective teammates that motivates people to improve their performance.
5. Inattention to Results
As employees or business owners, our financial health is critical to our survival. In this context, results relate to the broader aspect of achieving the outcomes we agree on as a group or individually.
Where things go wrong here is when a team or an individual is focused on something else other than the results of the team.
For some members of a team, merely being part of the group is what keeps them satisfied. Yes, it is great if the team can achieve a goal; however, it is not always their key driver, and though it is uncomfortable to hear, many groups fall prey to the law of status.
Academic departments and prestigious companies are all susceptible to this dysfunction as they often see success as merely being associated with their special organisations.
When it comes to individuals, sometimes people tend to focus on their position or career prospects at the expense of other people in the team.
Maslow’s triangle informs us that all human beings tend to self-preservation; however, a functional team makes the collective results of the group more important to each individual than individual members goals.
Do you recognise any of these ‘malfunctions’ happening in your team? If the answer is yes, you will enjoy what we have coming next.
Until next time,
Julia Carter
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