Triumph Over Team Dysfunction

Develop a cohesive, winning team by overcoming management pitfalls.

Human capital is an important asset to the development and growth of any organization. However, employing a staff of “A” players doesn’t mean that you have a winning team. In fact, the dynamics of teams are challenging and often elusive even for the most experienced business owner.

In the best-selling book The Five Dysfunctions of a Team, author Pat Lencioni uses a fable to demonstrate how a leader rallied a disparate group of employees, and outlines a strategy to help executives develop a cohesive work environment. While Lencioni has advised a cadre of Fortune 500 businesses, he says the same principles work for small companies, too. Lencioni recently spoke with Small Business Review (SBR), and shared some valuable insights and strategies.

SBR: Why are so many teams dysfunctional?
Lencioni: Teams are dysfunctional because human beings are inherently fallible. We come out of the womb thinking about ourselves and looking out for number one. It’s just human nature to be self-oriented, not team-oriented. Because most leaders aren’t schooled in the art of building teams, small problems are left untreated and often spiral into ugliness and politics. Good teams are rare, and most people don’t have any experience working that way. That’s why having a well-functioning team can be a real competitive advantage.

SBR: What are the signs of a dysfunctional team?
Lencioni: There are many signs to look for among employees, including those who are not honest with one another or comfortable enough to express their opinions and feelings, and those who talk about each other behind their backs or don’t confront each other about important issues. Also look for people committing to things and not following through or taking too long to complete tasks. Cynicism is another indication that there’s a problem within the organization.

Pat Lencioni

SBR: Why is trust such an important part of a functioning team?
Lencioni: When people achieve vulnerability based trust there is a confidence with one another that gives them the courage to admit their mistakes or their weaknesses, or ask for help. They say what they think, get things done quicker, and there’s less time wasted on politics. It’s important because it enables people to have honest conversations, to get right to the point and know that everyone’s intentions are good.

SBR: Could you suggest a trust-building exercise?
Lencioni: Sit around a table during a meeting and have people answer a short list of questions about themselves, such as the number of siblings in their family, unique challenges of childhood, favorite hobbies, their first job and worst job. Describing these innocuous attributes or experiences encourages greater empathy and understanding. It’s amazing how little some team members know about one another and how just a small amount of information begins to break down barriers.

SBR: Many business owners work to quell conflict. Is conflict ever healthy?
Lencioni: Consider family dynamics. A conflict between a husband and wife who are trying to make a decision about the kids is healthy. So, conflict around issues is healthy if you’re not trying to win a battle or hurt the other person. When people trust one another they engage in conflict and are able to make the best possible decisions. Sometimes it’s a little bit uncomfortable, but people overall know it is going to make the team stronger.

SBR: In most small businesses, employees are primarily accountable to the boss. Is that good practice?
Lencioni: The role of accountability requires a shift in thinking. If employees operate as a bunch of individual spokes reporting into a hub they won’t work together as a team. You see the best companies, organizations and sports teams are those in which people don’t feel the primary source of accountability is the boss, but rather the team.

Peer accountability reduces the bureaucracy around performance management and corrective action. More than any other policy or system, there is nothing like the fear of letting down respected teammates that motivates people to improve their performance.

SBR: Is there a good exercise to encourage peer accountability?
Lencioni: Have team members identify the most important contribution that each of their peers makes to the team, as well as the one area that they must either improve upon or eliminate for the good of all. All members then give their responses, focusing on one person at a time, usually beginning with the leader. This exercise requires some degree of trust to be useful, but even a relatively dysfunctional team can often make it work with little tension—and can result in a useful, constructive exchange. Participants get to a point where they realize they need to hold each other accountable.

SBR: What are some signs of an employee who is not focused on overall corporate objectives?
Lencioni: They aren’t interested in things that are going on in areas outside of their own responsibility. They tune out at meetings when things being discussed are outside of their functional area. They don’t ever step out of their comfort zone and hold people accountable. They don’t invite people to give them input regarding their ideas. They complain about having to go to meeting with their team.

SBR: How do you build a team mentality if all employees aren’t centrally located such as salespeople or telecommuters?
Lencioni:  When you get together it’s OK to do some socializing, but it’s more important to focus on practical exercises and activities to cultivate a team. Secondly, get really good at conference calls and make sure that people are going to be present and focused on the conversation, not checking their e-mail, paying their bills, or playing online solitaire. Set clear and strict ground rules regarding how people should behave.

SBR: Define the perfect team player.
Lencioni: This person is very results-oriented, open, unafraid to admit their strengths and weaknesses, comfortable asking uncomfortable questions with good intention, and driven.

SBR: What are the rewards of improving team dynamics?
Lencioni: Striving to create a functional, cohesive team is one of the few remaining competitive advantages available to any organization. Functional teams make higher quality decisions and accomplish more in less time and with less distraction and frustration. Additionally, A players rarely leave organizations where they are part of a cohesive team.

Recognize and Treat Team Dysfunctions

Recognizing dysfunctions in your workforce and cultivating a unified team takes a concerted effort, but will be well worth the effort, according to Pat Lencioni, president of The Table Group, a leadership consulting firm, and author of The Five Dysfunctions of a Team. Below are the five primary dysfunctions and strategies to remedy the problems. Absence of Trust - Identify and discuss individual strengths and weaknesses. - Spend considerable time in face-to-face meetings and working sessions. Fear of Conflict - Acknowledge that conflict is required for productive meetings. - Understand individual team member’s natural conflict styles, and establish common ground rules for engaging in conflict. Lack of Commitment - Review commitments to ensure all team members are aligned. - Adopt a “disagree and commit” mentality—make sure all team members are committed regardless of initial disagreements. Avoidance of Accountability - Communicate goals and standards of behavior. Regularly discuss performance versus goals and standards. Inattention to Results - Keep the team focused on tangible group goals. - Reward individuals based on team goals and collective success. Source: The Table Group©

To learn more about The Five Dysfunctions of a Team and numerous tools available to help you develop a more cohesive work environment, visit The Table Group website.