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About the Author
Pat is one of the founders of The Table Group and is the pioneer of the organizational health movement. He is the author of 11 books, which have sold over 6 million copies and been translated into more than 30 languages.
As President of the Table Group, Pat spends his time speaking and writing about leadership, teamwork, and organizational health and consulting with executives and their teams.
Prior to founding the firm in 1997, Pat worked at Bain & Company, Oracle Corporation and Sybase. Pat lives in the Bay Area with his wife and four boys.
About the Book
In The Five Dysfunctions of a Team Patrick Lencioni once again offers a leadership fable that is as enthralling and instructive as his first two best-selling books, The Five Temptations of a CEO and The Four Obsessions of an Extraordinary Executive. This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams.
Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team. Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders.
BIG IDEA 1 (4:44) – The five reasons why teams don’t work.
We have all experienced having or being in a team that doesn’t work, but haven’t always been able to name why it’s not working. Lancioni developed this hierarchical model to show the reasons and symptoms for team dysfunction.
The five reasons that team don’t work are:
You can see the link between them, without trust, you can’t have any healthy conflict. The lack of healthy conflict does not drive people to commit to things. And if you can’t commit to things, you can’t be held accountable for anything. Without all of these things, you can’t achieve results.
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BIG IDEA 2 (7:35) – Get personal.
The more we understand that people are people, the more we will trust them and have more open conversations with them. You need the ability to be vulnerable without the fear of repercussions. Trust is the ability to put yourself out there and disagree with an idea, or challenge someone with something without the fear of being sacked!
The lack of trust will result in everything from only having surface conversations without deeper, meaningful connection to full toxicity at its extreme. Ultimately without it, teams are not able to reach their full potential.
BIG IDEA 3 (9:30) – Weigh in to buy in.
There is such a strong relationship between trust, conflict and commitment. When you can trust that nothing bad is going to happen to you when you challenge an idea it means that in a meeting you can have a creative, constructive conversation. And because of that, even if your idea is not chosen, you can still commit to the decisions and actions of the team.
As a leader this might mean you need to choose who are the right people for the team. The leader has to be the role model of this kind of behaviour by building trust and encouraging healthy conflict.
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