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
humanperformance
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
Vulnerability Based Trust
This is the third article in a seven part series. Read the first and second articles. Let me ask you a question; at work, are you comfortable asking for help, admitting mistakes and limitations, and offering feedback? What about others on your team, how would they answer? Great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviours. In a survey of over 4,000 people, 84% of respondents said they would trust their co-workers more if those co-workers admitted their
The Five Behaviours of a Cohesive Team
In my last article, I spoke about the five dysfunctions of a team. If you haven’t read that article, I suggest you start there before reading on. If you have read it, let’s keep going. We identified five of the reasons that teams become dysfunctional as: an absence of trust, no conflict amongst team members, a lack of commitment, no peer to peer accountability and the lack of team focused results. So, if these behaviours are lacking in a dysfunctional team, how do they play out in a cohesive team? Vulnerability-Based Trust: All great teams are built on the foundation of trust, and
The Five Dysfunctions of a Team
Picture this: You have a great idea; you start a company and you get funding. You use that funding to hire a team of smart, skilled, capable and hardworking individuals; it seems that nothing could possibly go wrong. Surprisingly, a year down the track, the team has produced underwhelming results, operate in silos and don’t openly discuss failures or problems. What went wrong? It doesn’t always happen in this way, but this is not an uncommon occurrence in a team. Many leaders we work with often describe it as “we’re not bad, but we could be much better”. In his book, The Five
