The Florida Conference SLT
Teaming Session
The Jholdas Group of Ga. LLC
Growing Leaders and Organizations
with Confidence
Personal Histories
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Questions
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Where did you grow up?
How may children were in your family
and where are you in the sibling order?
What was the most difficult or most
important challenge of being a kid?
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The FIVE Dysfunctions of a TEAM
by Patrick Lencioni-2005
New York Times Bestseller
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The FIVE Dysfunctions of a TEAM
High Performance Teams
Overcome Them
INATTENTION TO
RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF
COMMITMENT
FEAR OF
CONFLICT
ABSENCE OF
TRUST
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Overview of the Model
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Dysfunction #1: Absence of Trust
Members of 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
behaviors. They get to a point where they can be completely
open with one another, without filters. This is essential
because……
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Overview of the Model

Dysfunction #2: Fear of Conflict
….teams that trust one another are not afraid to engage in
passionate dialogue around issues and decisions that are key to
the organization’s success. They do not hesitate to disagree
with, challenge, and question one another, all in the spirit of
finding the best answers, discerning the truth, and making great
decisions. This is important because……
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Overview of the Model

Dysfunction #3: Lack of Commitment
….teams that engage in unfiltered conflict are able to achieve
genuine buy-in around important decisions, even when various
members of the team initially disagree. That’s because they
ensure that all opinions and ideas are put on the table and
considered, giving confidence to team members that no stone
has been left unturned. This is critical because……
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Overview of the Model

Dysfunction #4: Avoidance of Accountability
….teams that commit to decisions and standards of performance
do not hesitate to hold one another accountable for adhering to
those decisions and standards. What is more, they don’t rely on
the team leader as the primary source of accountability, they go
directly to their peers. This matters because……
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Overview of the Model
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Dysfunction #5: Inattention to Results
….teams that trust one another, engage in conflict, commit to
decisions, and hold one another accountable are very likely to
set aside their individual needs and agendas and focus almost
exclusively on what is best for the team. They do not give in to
the temptation to place their departments, career aspirations, or
ego-driven status ahead of the collective results that define
team success……
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Overcoming Dysfunction #1
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Building Trust
 Tools: Personal histories, Behavioral profiling
Key Points-Building Trust
 Trust is the foundation of teamwork
 On a team, trust is all about vulnerability, which is difficult
for most people
 Building trust takes time, but the process can be greatly
accelerated
 Like a good marriage, trust on a team is never complete; it
must be maintained over time.
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Overcoming Dysfunction #2
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Mastering Conflict
 Tools: Conflict profiling, conflict norming, mining conflict
Key Points-Mastering Conflict
 Good conflict among team members requires trust, which is
all about engaging in unfiltered, passionate debate around
issues.
 Even among the best teams, conflict will at times be
uncomfortable.
 Conflict norms, though they will vary from team to team,
must be discussed and made clear among the team.
 The fear of occasional personal conflict should not deter a
team from having regular, productive debate.
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Overcoming Dysfunction #3
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Achieving Commitment
 Tools: Commitment clarification, Cascading communication
Key Points-Achieving Commitment
 Commitment requires clarity and buy-in
 Clarity requires that teams avoid assumptions and
ambiguity, and they end discussions with a clear
understanding about what they’ve decided upon.
 Buy-in does not require consensus. Members of great teams
learn to disagree with one another and still commit to a
decision.
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Overcoming Dysfunction #4
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Embracing Accountability
 Tools: Team Effectiveness Exercise
Key Points-Embracing Accountability
 Accountability on a strong team occurs directly among peers
 For a culture of accountability to thrive, a leader must
demonstrate a willingness to confront difficult issues
 The best opportunity for holding one another accountable
occurs during meetings, and the regular review of a team
scoreboard provides a clear context for doing so.
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Overcoming Dysfunction #5
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Focusing on Results
 Tools: Scorecard
Key Points-Focusing on Results
 The true measure of a team is that it accomplishes the
results it sets out to as a team
 To avoid distractions, team members must prioritize the
results of the team over their individual or departmental
needs
 To stay focused, teams must publicly clarify their desired
results and keep them visible
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Tips for Improving Trust
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Use a personality instrument like the DISC,
Myers-Briggs or the Harrison Assessment
Find opportunities to spend more time
together face to face.
Share personal histories with one another.
Implement the team effectiveness exercise.
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Tips for Improving Conflict
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Clearly set the expectation that conflict is
both good and necessary for the team.
Use the personality assessment to determine
how different team members naturally
engage in conflict.
Establish team rules of engagement for
acceptable conflict.
Improve the effectiveness of meetings
Ensure that someone on the team is mining
for conflict.
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Tips for Improving
Commitment
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Force the team to achieve clarity and closure
At the end of every meeting, a team should
explicitly review the key decisions made and
agree on what needs to be communicated to
employees and other constituenciescascading communication.
Collectively set objectives and deadlines
Establish contingency plans
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Tips for Improving
Accountability
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Use the Team Effectiveness Exercise to
provide a forum for quick and effective
exchange of feedback.
Publish goals and standards of
behavior.
Regularly review progress against goals.
Start meetings using a lightning round.
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Tips for Improving Results
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Have all the team members make public
commitments to objectives.
Ensure the alignment of goals throughout the
organization
Ensure team-based awards form the basis for
most compensation and recognition
programs.
Confirm that the team priority is in order
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DISC
Understanding Yourself and
Others
Why DISC?
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Looks at behavioral styles and preferencesexcellent tool for helping people understand
themselves and others
Validated over 40 years of practical use based
on early research of Robert Marston
Different from Myers-Briggs developed from
Carl Jung research. Myers-Briggs focuses on
how people approach their environment
attitudinally and intellectually and how they
process information.
Simple and practical tool
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4 Primary Dimensions of DISC
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Dominance: Direct & Decisive. These are the people that tend to be
strong-minded. They are strong-willed people who enjoy challenges,
taking action, and immediate results. The bottom line is their focus
tends to be on the bottom line and results.
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Influence: Optimistic & Outgoing. These individuals tend to be very
social "people people" who prefer participating on teams, sharing
ideas, and entertaining and energizing others.
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Steadiness: Sympathetic & Cooperative. These people tend to be
supportive, helpful and team players. They prefer being behind the
scene, working in consistent and predictable ways. They are often
good listeners.
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Conscientiousness: Concerned, Cautious & Correct. These people are
often focused on quality. They plan ahead, constantly check for
accuracy, and employ systematic approaches.
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The SLT & Participants
Name
Primary 2ndary Pattern
Arlinda Burks
D
i
Results Oriented
Bob Bushong
D
I
Results Oriented
David Dodge
C
S
Perfectionist
Mont Duncan
D
C
Creative
Beth FogleMiller
I
dc
Promoter
Russ Graves
D
C
Creative
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The SLT & Participants
Name
Primary
2ndary
Pattern
Gretchen
Hastings
I
D
Inspirational
Rinaldo
Hernandez
D
I
Inspirational
Elizabeth
Knowles
C
D
Creative
Dale Locke
I
D
Inspirational
Chuck Mallue
C
d
Objective Thinker
Lynn Monaco
I
d
Appraiser
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The SLT & Participants
Name
Primary
2ndary
Pattern
Annette
Pendergrass
D
i
Developer
Jeff Stiggins
D
i
Developer
Tim Whitaker
C
D
Creative
Alice Williams
I
S
Influencer
Mickey Wilson
I
SC
Practitioner
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Synergistic Problem Solving in
Teams
The Model with a Sub-Arctic
Survival Simulation
Synergistic Problem Solving Model
Defines the key factors that contribute to effective team solutions
and decisions.
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Effective Solution = Quality x Acceptance
Team Scenario A
Rationale thinking yields
Quality: 10
Team Scenario B
Irrational thinking yields
Quality: 0
Group leader imposed
solution not accepted
by the group
Acceptance: 0
The group sang Kum ba ya
around the table and accepted a
poor solution
Acceptance: 10
Effectiveness=10 x0=0
Effectiveness=0x10=0
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Effective Solution =Quality x Acceptance
Team Scenario C
Rationale thinking yields
Quality: 9
“A far more effective
solution than Scenario A
or B.”
Strived for consensus with fairly
high acceptance
Acceptance: 9
Effectiveness= 9x9=81
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Rational Skills and Processes
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Analyzing the situation: constraints, available resources, facts
and assumptions
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Setting objectives: distinguishing from actions
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Simplifying the problem: small, manageable parts
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Considering alternatives: for solving the problem
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Discussing the consequences: of alternative solutions and
courses of action
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Interpersonal Skills and
Processes
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Listening to others
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Supporting their efforts to do well and building on their ideas
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Differing with others in a constructive manner
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Participating equally in group discussion
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Striving for consensus with respect to group solutions and
decisions
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Constructive versus Defensive Group
Styles
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Constructive Group Styles
 Achievement
 Self-Actualizing
 Humanistic-encouraging
 Affiliative
Passive/Defensive Group Styles
 Approval
 Conventional
 Dependent
 Avoidance
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Constructive versus Defensive Group
Styles
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Aggressive/defensive
 Oppositional
 Power
 Competitive
 Perfectionistic
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Sub-Arctic Survival Simulation
Team Synergistic Problem Solving
Scoring Grid
Step
Team 1
Team 2
Team 3
Ave/HPT
6-Ave Ind
Score
63
53
50
47.3/46.6
7-Team
Score
38
32
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29.8/21.3
8-Gain
(Loss) Score
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21
6
17.4/25.1
9-Percent
Change
40%
40%
12%
10-Best Ind
Score
46
45
40
32.5/31.0
11-# better
than team
0
0
1
10.1%/2.9%
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Team 1 Debrief
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What did Team 1 Learn?
 _________________________________________
____
 _________________________________________
____
 _________________________________________
____
Observer Feedback
 _________________________________________
_
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Team 2 Debrief
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What did Team 2 Learn?
 _________________________________________
____
 _________________________________________
____
 _________________________________________
____
 _________________________________________
____
Observer Feedback
 _________________________________________
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Team 3 Debrief
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What did Team 3 Learn?
 _________________________________________
____
 _________________________________________
____
 _________________________________________
____
 _________________________________________
____
Observer Feedback
 _________________________________________
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Effective Team Personal Action
Plan
My personal action plan to lead and/or
promote a Highly Effective Team:
1.
2.
3.
4.
5.
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Your Priority Personal Action
Plan
Idea to Implement
ImpleModule ment
By
Discuss
With
1.
Review your Module
Personal Action
Plans
2.
Prioritize your
action items
3.
Set target dates for
each action item
4.
Call for help

Fellow
attendees

Your
facilitator

Your
supervisor
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