The Five Dysfunctions of a Team
Jim Alampi
March 21, 2016
Return on Capital Invested
“In a study of 3,000 companies, researchers at the
University of Pennsylvania found that spending 10% of
revenue on capital improvements boosts productivity by
3.9%, but a similar investment in developing human
capital increases productivity by 8.5% - more than twice
as much.”
Fast Company
August 2003
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Agenda
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Level 5 Leadership as a Prerequisite for a Team
The Value of Values Model
Smart and Healthy Executive Leadership Teams
The Four Disciplines of Executive Leadership
Teams
The Five Dysfunctions Model
Team Assessment and Report Tools
Stop Doing/Keep Doing Exercise
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Leadership Teams Start
with Understanding Level
Five Leadership
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Level 5 Leadership
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What is it?
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Is it possible?
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Is it fair?
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Are you up to the task?
“You can accomplish anything in life, provided that you do not
mind who gets the credit”
Harry S. Truman
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Level 5 Leaders
Level 5 leaders channel their ego
needs away from themselves and into
the larger goal of building a great
company. It’s not that level 5 leaders
have no ego or self interest.
Indeed, they are incredibly ambitious – but their
ambition is first and foremost for the institution, not
themselves.
Source: Good to Great, Jim Collins
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Level 5 Hierarchy
Level 5
Level 5 Executive - Builds enduring greatness through a
paradoxical blend of personal humility and professional will.
Level 4
Effective Leader - Catalyzes commitment to and vigorous
pursuit of a clear and compelling vision stimulating higher
performance.
Level 3
Competent Manager - Organizes people and resources toward
the effective and efficient pursuit of predetermined objectives.
Level 2
Contributing Team Member - Contributes individual capabilities
to the achievement of group objectives and works effectively with
others.
Level 1
Highly Capable Individual - Makes productive contributions
through talent, knowledge, skills and good work habits.
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Level 5 Leaders
• Unwavering resolve to do what must be done
• Every Good to Great company had a Level 5
leader during the pivotal transition years
• They are cut from a different cloth
• Jim Collins was not looking for this, he
discovered it
• George Cain of Abbott Labs fired family
members
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Level 5 Leaders
• Darwin Smith of Kimberly Clark, a stodgy old
paper company, decided to “Sell the mills”
and become a world class consumer paper
goods business
• Humility + Will = Level 5
• It’s about the cause, the work & the mission
-not about the individual
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Level 5 Leaders (It’s Easier to Tell Who Isn’t)
• Who first, then what
– The genius with 1,000 helpers
• David Packard and Bill Hewlett – “A” Players
• Charisma is a disease
– Strong standards
– Not strong personality
• We keep promoting the opposite
• People – bus – seats
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How do You Become Level 5?
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It’s an iterative process
Fork in the road (1 you, 2 the cause)
What would a Level 5 do?
Track your question-to-statement ratio
Be the last to speak
Make sure everyone has answered your question
Level 5 is a series of Level 5 decisions…
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Level 5?
Look for one opportunity where you
are confronted with a decision, where
there is a fork in the road, and you
have to decide about you or the
greater good – take the Level 5 road…
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Healthy executive teams do not require
every member to be a Level 5 leader.
But the more each member understands
what Level 5 is and undertakes the
journey, the greater chance there is of a
high-performance executive team.
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Leadership Teams Start with Level
Five Leaders Who Have the Right
Values
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Why Core Values?
• Guidelines to behavior
• “Moments of Truth” decision-making
• Hiring
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Values-based Hiring Matrix
H
Values
Alignment
L
H
Experience & Skills
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Why Core Values?
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Guidelines to behavior
Moments of Truth decision-making
Hiring
Annual performance appraisal
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Four Types of Values
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The Values Model
Aspirational
Core
Values
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Leadership Teams Start with Leaders
Who Understand Level Five,
Have the Right Values and
Focus on the Healthy Side of
Their Companies
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Executive Leadership & Teams
An organization needs to be both to be successful
Smart
Healthy
-Strategy
-Marketing
-Finance
-Technology
-Less Politics
-Less Confusion
-Higher Morale
-Higher Productivity
-Lower Turnover
* Source: Patrick Lencioni, The Table Group, Inc.
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Leadership - The Four Disciplines
3:
OverCommunicate
Organizational
Clarity
1:
Build and
Maintain a
Cohesive
Leadership
Team
4:
Reinforce
Clarity Through
Human
Systems
2:
Create
Organizational
Clarity
* Source: The Four Obsessions of An Extraordinary
Executive, Patrick Lencioni, The Table Group, Inc.
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Teams
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Who Said You Have to Be a Team?
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No requirement to be a team
It’s very hard work
Natural state is to be dysfunctional
True teams make willing sacrifices to one another
to achieve common goals that lead to joint rewards
Teams confront behavioral issues readily
Teams engage in positive conflict to get the best
solution and gain commitment
Teams keep their egos in check
Teams put the success of the organization above
any individual’s
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The Five Dysfunctions
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Five Dysfunctions Overview
Evidence
Inattention to
Status and Ego
Results
Avoidance of
Accountability
Lack of
Commitment
Fear of
Low Standards
Ambiguity
Artificial Harmony
Conflict
Absence of
Invulnerability
Trust
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The Online Assessment
www.tablegroup.com
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Team Assessment
Source:
www.tablegroup.com
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Team Effectiveness Exercise
What does each of your colleagues do well (keep doing) and how could they make improvements for the team to be more productive.
Name
Do More Of/Keep Doing
Needs to Improve/Stop
Doing
Feedback from my peers
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Summary
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Level 5 Leadership as a Prerequisite for a Team
The Value of Values Model
Smart and Healthy Executive Leadership Teams
The Four Disciplines of Executive Leadership
Teams
The Five Dysfunctions Model
Team Assessment and Report Tools
Stop Doing/Keep Doing Exercise
30
Copyright © 2009 Alampi & Associates, LLC
Sources
• The Four Obsessions of an Extraordinary Executive,
Patrick Lencioni
• The Five Dysfunctions of a Team, Patrick Lencioni
• Good to Great, Jim Collins
• Built to Last, Jim Collins
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Contact Information
Alampi & Associates, LLC
248.349.6045 office
248.869.6016 fax
248.342.7207 cell
jim@alampi.com
www.alampi.com
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