Off the back of my series of articles on The Five Behaviours of a Cohesive Team, I have had a lot of people getting in touch with me to find out more information about what the program looks like and what kind of results it sees, so I thought I would share a case study from the very first client that Human Tribe took through the program over 5 years ago. Before I jump in to the case study, I thought I would share some information about the program and how it was developed. The Five Behaviors™ is the result of the partnership between Wiley and best-selling author Patrick Lencioni. The
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Focusing on Results
This is the final article in a seven part series. Read the first, second, third, fourth, fifth and sixth articles. Every teams’ ultimate goal is results. For any team to excel, every single team member must be willing to put the team’s goals ahead of their own individual goals. If you’re reading this thinking “well, duh”, let me tell you, just because it is obvious, doesn’t mean it’s what happens. In the study of over 4,000 participants, when asked if they had seen a project suffer because people put their own needs ahead of the team’s needs, 87% of people said they had.
Embracing Accountability
This is the sixth article in a seven part series. Read the first, second, third, fourthand fifth articles. In a study of over 4,000 people, guess what percentage said that their team would be more effective if they were better at holding each other accountable? 89%! 89% of people said that their team would be MORE effective, simply by holding each other accountable to what they said they would do. So, why don’t we do it? Because it’s uncomfortable! But do you want to know what is more uncomfortable? Not achieving results, not hitting budget, falling short of your KPI’s, having
Achieving Commitment
This is the fifth article in a seven part series. Read the first, second, third and fourth articles. Now that your team trust one another, and they are willing to speak up and engage in healthy conflict, a decision still needs to be made and everyone needs to get on board with it. How is this possible? When team members feel heard and have had a chance to lay out their opinions and ideas, they are more likely to commit to team decisions, even if they initially disagreed with it. There are two key factors for commitment; buy-in and clarity. Team members must all be willing to
Productive Conflict
This is the fourth article in a seven part series. Read the first, second and third articles. As discussed in my previous article, Trust is the foundation on which the other 4 behaviours are built. Once team members trust one another, they are able to engage in unfiltered and constructive debate without the fear of being judged or reprimanded. Conflict within teams can be both healthy and productive, as long as it remains focused on issues and solutions, not on people. How it looks and sounds will vary across teams, organisations and cultures, and even depending on the personalities
