What are some best practices for using the Lencioni model to overcome the five dysfunctions of a team?

In my experience, building trust with others begins with taking the time to get to know them - their goals, their work style, what drives them to get out of bed in the morning, and what drives them nuts. I like to ask about their most satisfying roles and what makes these so meaningful. Then, I pay attention. And when I see something that reflects any of this insight, I let them know. I give genuine appreciation for their contributions and let them know the impact they have on our results and on our customers. Letting people know that you have confidence in their abilities, and that you see the efforts they are putting forth, goes a long way in building positive, trusting, professional relationships.

During a meeting with senior management and a team of Bookkeepers, one of the seven functional areas of the client's business, I initiated an investigative process to assess the level of trust within the team dynamics. The team of bookkeepers openly discussed their teamwork, chemistry, and effectiveness in supporting each other within the department, highlighting the established level of respect. While it's evident that team members have developed a considerable level of mutual respect, it became apparent that when asked about trust, each member had no response. This revelation underscores that the necessary level of trust for genuine team cohesion has not been reached, highlighting a trust-related dysfunction among teammates.

Using the Lencioni model to tackle team dysfunctions involves several key practices: 1. Trust: Encourage vulnerability and open communication to build trust within the team. 2. Conflict: Foster healthy debates and encourage differing viewpoints to avoid artificial harmony. 3. Commitment: Ensure clarity in goals and roles, fostering commitment to team decisions. 4. Accountability: Hold team members accountable for their responsibilities and actions. 5. Results: Focus on collective outcomes, emphasizing the importance of achieving results together. Regular team assessments, facilitated discussions, and leadership support are vital for effectively implementing the Lencioni model and overcoming team dysfunctions.

Actively seek input, and encourage dialogue rather than issuing commands. Be open to responding to questions regardless of how relevant they may be. Offer insight as needed and be open to the perspective of others. This approach makes team members feel that their opinions are important, leading to increased engagement and participation. When everyone feels they can voice their thoughts without fear of dismissal, more ideas are generated, leading to innovative solutions.

Without trust, conversations become more difficult and without conversations, synergy can be easily lost within any team. Trust begins with a level of vulnerability, meaning that we are open to speaking about our areas of development. This makes us approachable and therefore willing to receive feedback and to have conversations. "Staying vulnerable is a risk we have to take if we want to experience connection.”— Brené Brown We open up to those we trust. The more we open up, the more others find out about out opinions and perceptions. Therefore everyone can be be on the same "page."

The willingness to engage in healthy conflict means that people are willing to express their opinions so that there could be a conversation. If this is absent within meetings for example, people will leave the meeting with a sense of artificial harmony, where everything seems ok on the outside but there are deep issues that need attention. When an environment is created where people are comfortable sharing their thoughts, whether or not, there is agreement on an issue, there is a better chance of getting commitment on the way forward.

Creating a “buy-in” by all members is critical. Aligning the team around a shared understanding of the goals and a clear vision is vital. When each member understands and commits to the collective objectives, it fosters a sense of purpose and unity. This alignment ensures that everyone is working towards the same outcomes, which minimizes conflicts and maximizes collaboration. They don’t need to agree with everything, but they should “buy-in” on the way forward.

I facilitated the "Embracing Accountability" exercise with two executive teams. Each team member wrote two things about other members: 1. Their single most important behavioral quality that contributes to the strength of the team 2. Their single most important behavioral quality that detracts from the strength of the team The writer reads what they've written: all team members openly share all feedback until complete. It is a very difficult exercise, expect resistance (I only recommend that a professional facilitator do it). The results in both cases were game-changing. This exercise is also about developing transparency, comfort/skill with open feedback, trust, prioritizing interests of the collective rather than protecting silos and egos.

We want to call it accountability but think of the time when the goal was missing and you realized team doesn't feel together to reach it. Always remember sprint is really a sprint to pass the baton that is very important without it you can walk outside of the lane and not finish the real race while you may be moving. While end of the race is not something you can immediately. it is always good to have product goal, quarterly goals and have each sprint goals

I suggest scheduling assessments around key decision-making points. Integrating regular feedback loops into team processes helps ensure ongoing communication and continuous improvement. When you arrive at established decision-making points, make time to assess. Are things going as planned, or are changes needed? If a change is needed, is it feasibly possible to accomplish? Identify what new 5Ws need to be addressed. This practice allows team members to feel heard and to adjust their strategies and behaviors in real-time, enhancing overall team performance and cohesion. Better yet, encourage members to “speak up” if they feel things are going astray before arriving at a decision-making point.

This model (and the associated book) provide a helpful framework for understanding some of the key elements of effective teams. To maximize its value work through and discuss each level of the model in turn as they scaffold on each other. That said, whilst it's a powerful catalyst for team conversation and exploration on key concepts it takes a very narrow view and focuses only on the internal team dynamics. Complimenting discussions and exercises with an exploration of external dynamics, environment, customers and the like can be a valuable complement