2. Agenda
• Welcome/Introduction
• Background on the Author
• The Model
• The Breakdown and Practical Application for Management Company
CEOs
• Wrap Up

3. The Author- Patrick Lencioni
• Founder of The Table Group, a consulting firm based in the San
Francisco Bay Area
• Author of several books, including “The Five Dysfunctions of a Team.”
which sold over 3,000,000 copies.
• Specialty is writing “Business Fables”- fictional stories that illustrate
real- world business and leadership priciples

4. The Book: The Five Temptations

5. The Model
• Temptation #1: Status over Results
• Temptation #2: Popularity over Accountability
• Temptation #3: Certainty over Clarity
• Temptation #4: Harmony over Conflict
• Temptation #5: Invulnerabllitly over Trust

6. Results vs. status
• What does results vs. status mean?
• In simple terms, it’s deciding whether a leader has more dedication for
results or status. The reason why this is a pitfall is because a leader may
become so absorbed by their status or ego that they will fail to consider
the effects of this upon the company in which they lead.
• An example that is provided by the author states that once a person’s ego
is first fulfilled, their energy is projected towards enjoying all the perks.
Another way to envision this is to have a look at a rollercoaster. A person
works diligently to get their way to the top (this is seen as the rollercoaster
is rising), once it hits its peak, it suddenly drops steeply. They have earned
it so now the bigger picture (organization) is less meaningful. This is
incredibly dangerous for the fact that a leader may not realize this until
serious damages begin to occur. At this point the leader seeks to blame
others and things instead of the source of the problem—him or herself.

7. Accountability vs. popularity
• In this situation, this CEO became to comfortable with his marketing
guy and went along with the failing performance for many months
instead of moving to rectify the situation. The CEO does make some
attempts by asking about his performance to him directly but he
covers himself by saying he is still learning—that he was still pretty
new. Furthermore, the CEO was very strong in electrical engineering,
not marketing, so he just assumed his guy would eventually get
better. However, at ten months, he was cut. Now the CEO did not
have to worry about accountability. I feel that perhaps the CEO was
too sympathetic with his marketing guy. Yes it’s true that he relocated
across the country with his family but a job is a job and it comes with
responsibilities

8. Clarity vs. certainty
• Temptation number three deals with finding a balance between clarity and
certainty. You need some clarity to hold an individual accountable.
However, if you have to be absolutely certain, then you can’t possible hold
that person accountable. When this is seen in everyday situations, these
may be seen as a loophole in leadership abilities.
• Once a company has a vision, all business that is conducted should
empower that vision. By the CEO not being able to simply state his
company’s vision, shows that he has succumbed to this particular
temptation. The CEO is then reminded that answers are not supposed to
come easy but they should come—that is regardless of the circumstances,
some type of action is needed. Perhaps this CEO should of took the
initiative to know and educate his marketing guy about his responsibilities
instead of worrying about being seen as not friendly or not popular

9. Conflict vs. harmony
• The fourth temptation is conflict vs. harmony.
• Some conflict fosters growth but constant harmony will be detrimental.
This temptation should not be confused with accountability vs. popularity.
While that one is the desire to be popular with people instead of holding
them accountable, this temptation shows that one may want to foster
harmony instead of conflict for fear of personal emotions. If you are desire
too much harmony, you’ll lose credibility and appear “soft.”
• Why? It is so that a person can be popular, and be very well liked. The right
thing to do is get all ideas out on the table. It doesn’t matter if they are not
accepted by everyone. By being to harmonious you would have missed the
opportunity to view and hear other opinions.

10. Trust vs. Invulnerability
• The final temptation is trust vs. invulnerability.
• In order for a relationship to be fostered, a person has to trust
another. You have to take this risk before they will trust you. In your
mind you know that it’s possible you could be burned but then there
is that possibility that you won’t. Having trust for one another allows
people to feel comfortable. In simple terms this temptation shows
that someone must be willing to give another a chance. This
temptation isn’t a large factor with me because I naturally hope for
the best in people.

11. References
• http://lorenzocaum.com/blog/book-summary-the-five-temptations-
of-a-ceo/