Building teams that excel - Creating trust in teams
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Creating trust in teams is key if you want to get them to a high performance state. This talk revolves around the 5 dysfunctions of a team model by Patrick Lencioni and in particular provide tools for you to help build and develop trust in your team.
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Building teams that excel - Creating trust in teams
- 1. Creating trust in teams Building teams that excel
- 2. We build teams that excel Working at all levels of the organization: strategic, teams, individual skills
- 3. Why are we here?
- 4. If I were to tell you... ...there are only 5 ways in which you can definitely screw your team up...
- 5. … Teamwork begins with trust. And the only way to do that is to overcome our need for invulnerability ... Patrick Lencioni
- 6. The 5 dysfunctions Patrick Lencioni’s model for team development
- 7. All models are wrong... … For such a model there is no need to ask the question "Is the model true?". If "truth" is to be the "whole truth" the answer must be "No". The only question of interest is "Is the model illuminating and useful?"... George Box
- 9. How does it work? There are 5 main observed dysfunctions on a team and they are related in causality. Like links on a chain...
- 10. How does it work? Each builds on top of the other creating a negative spiral of dysfunction.
- 11. Absence of trust Absence of… Trust There are 5 main observed dysfunctions on a team and they are related in causality.
- 12. Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team. Absence of… Trust Team members openly admit their weaknesses and mistakes. Team members know about one another’s personal lives and are comfortable discussing them. Self assessment time
- 13. Fear of conflict Absence of… Trust Fear of… Conflict There is no trust so they don’t want to feel exposed. Conflict occurs but it tends to be passive aggressive. Lots of triangulation… Ex. people come and see you after the meeting to disagree...
- 16. Absence of… Trust Fear of… Conflict Team members are passionate and unguarded in their discussion of issues. Team meetings are compelling, and not boring. During team meetings, the most important—and difficult—issues are put on the table to be resolved. Self assessment time
- 17. Lack of commitment Absence of… Trust Fear of… Conflict Lack of... Commitment People tend not to follow through with what was discussed or worse, they commit passively.
- 19. Self assessment time Absence of… Trust Fear of… Conflict Lack of... Commitment Team members know what their peers are working on and how they contribute to the collective good of the team. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there was initial disagreement. Team members end discussions with clear and specific resolutions and calls to action.
- 20. Avoidance of Accountability Avoidance of… Accountability Absence of… Trust Fear of… Conflict Lack of... Commitment People don’t hold each other accountable. They see it as someone else’s responsibility. Usually delegating to higher authority.
- 21. Avoidance of… Accountability Absence of… Trust Fear of… Conflict Lack of... Commitment Team members call out one another’s deficiencies or unproductive behaviors. Team members are deeply concerned about the prospect of letting down their peers. Team members challenge one another about their plans and approaches. Self assessment time
- 22. Inattention to results Avoidance of… Accountability Absence of… Trust Fear of… Conflict Lack of... Commitment Inattention to… Results People put individual results over team results or get easily distracted.
- 23. Avoidance of… Accountability Absence of… Trust Fear of… Conflict Lack of... Commitment Inattention to… Results Team members willingly make sacrifices (such as budget, turf, headcount) in their departments or areas of expertise for the good of the team. Morale is significantly affected by the failure to achieve team goals. Team members are slow to seek credit for their own contributions, but quick to point out those of others. Self assessment time
- 24. Check your score
- 25. Absence of trust Today we will be looking more closely at the base of the pyramid. We want to look at: What is trust? How can we develop trust in our teams? Experience some of the tools ourselves If we have time… more... Avoidance of… Accountability Absence of… Trust Fear of… Conflict Lack of... Commitment Inattention to… Results
- 26. Trust The base for everything
- 27. Guess which team has trust issues... Members in TEAM A Conceal their weaknesses and mistakes from one another Hesitate to ask for help or provide constructive feedback Hesitate to offer help outside their own areas of responsibility Fail to recognize and tap into one another’s skills and experiences Waste time and energy managing their behaviors for effect Hold grudges Members in TEAM B Admit weaknesses and mistakes Ask for help Accept questions and input about their areas of responsibility Give one another the benefit of the doubt before arriving at a negative conclusion Take risks in offering feedback and assistance Appreciate and tap into one another’s skills and experiences
- 28. What is trust?
- 29. Types of trust Quick trust Trust that is based on: Competence Openness Integrity Reciprocity
- 30. Types of trust Deep trust Trust that is based on: Compatibility Goodwill Predictability Well-being Inclusion Accessibility.
- 31. Essential ingredients of trust Competence Openness Integrity Reciprocity Compatibility Goodwill Predictability Well-being Inclusion Accessibility.
- 32. Individually: Take a moment to read through the list provided in your handouts. In pairs: Comment with your partner which of these elements you think your current team is very strong in and which of them not. Why? Essential ingredients of trust
- 33. Can you guess which one? There is one ingredient missing
- 35. Leaders/Coaches and Trust The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first. This requires that a leader risk losing face in front of the team, so that subordinates will take the same risk themselves. What is more, team leaders must create an environment that does not punish vulnerability.
- 36. Holding the team As a team or group “coach” a big part of the job is to create that safe space where the team/group can work. People can not feel safe if there is no trust, so it is imperative that as a coach/team lead you work to create that environment.
- 37. Leaders/Coaches and Trust Sometimes we do the opposite without even noticing: Teasing people for being vulnerable Reprisals for failing Individual bonuses
- 38. How do we create trust in a team?
- 39. How do we create trust?
- 41. How do we create trust? Some general guidelines: Hold the group and make them feel safe. Align and educate about trust and what it represents in their team. Encourage sharing personal stories. Promote understanding of personalities, skills, strengths, weaknesses. Help them provide effective feedback.
- 42. Let’s do an exercise
- 43. Appreciative Inquiry Ap-pre’ci-ate, v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems 2. to increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING.
- 44. Appreciative Inquiry In-quire’ (kwir), v., 1. the act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY.
- 45. Appreciative Inquiry Appreciative Inquiry is about the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms.
- 46. Objectives of the exercise Focusing on positive experiences of things that work Getting team members to talk about their own experiences Story-telling Identifying common themes the team can use to build trust Generating a healthy and lively debate
- 47. Tips for the exercise Keep the discussion focused on positive previous examples of what actually works in reality Don’t let the discussion focus on past failure Be sensitive to different types of experience from team members All positive experiences the team can use going forward are valuable Feeling positive about past experiences will help the team feel positive about future challenges
- 48. Reflection (individually) Describe a time when you were part of a team that had a high level of trust and respect among its members and from those outside the team. How were trust and respect built and communicated? What made it possible to establish trust in this group? Use your handouts to take notes and use the questions to help
- 49. Split in groups of...
- 50. Reflection (in groups) Now share the experiences of high level of trust you have had in previous teams with your partners and and take notes of the main elements on a flipchart. Use your handouts to take notes and use the questions to help
- 51. Take some time to walk around...
- 52. Split in groups of...
- 53. Proposal (in groups) Use the identified themes and topics to prepare a proposal on how this team could work together. Remember: Avoid abstract statements. Always have a concrete example to support an idea or suggestion and make sure that plans are rooted in the real, lived experience of the whole team.
- 54. Read your proposals out loud and with enthusiasm… :)
- 55. Exercise A bit of analysis
- 56. Exercises and analysis Let’s take a look at the exercises we did and discuss how what we did relates to the ingredients of trust we discussed earlier. What did we do? ⇒ Which elements it affects
- 58. Icebreaker
- 59. Closing
- 60. We saw... A bird’s view of the 5 dysfunctions of a team model: TRUST, CONFLICT, COMMITMENT, ACCOUNTABILITY, RESULTS. Self assessment Trust What is trust. Types of trust. The essential ingredients. An Appreciative Inquiry exercise to develop trust.