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Ordinary Greatness and Team Dynamics

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What do you need to have at work to be fully engaged?

What do you need to have at work to be fully engaged?
Ordinary Greatness and Team Dynamics

Don’t Let Team Dynamics Get in the Way of Your Success

Do team dynamics get in your way of achieving great results? If you answered “no” then a congratulations are in order. You are fortunate enough to be on a high performing team that has overcome some of the team derailers that prevent teams from delivering significant results. Unfortunately, your experience is the exception. The fact is that most teams are not functioning at their best. Yet teamwork is critical to the success of any organization. Interestingly, a University of Connecticut study of 2,435 employees in 400 organizations found being a team player ranked highest as the most important factor in getting ahead in the workplace - higher than intelligence, higher than leadership skills, higher than working long hours and higher than job performance.

Our colleague and author of The Five Dysfunctions of a Team, Patrick Lencioni, says “teamwork remains the one sustainable competitive advantage that has been largely untapped.” High performing teams make better, faster decisions, avoid wasting time and energy on politics and create greater alignment and reduce organizational confusion because everyone is on the same page. While teamwork can be difficult to achieve, it is not complicated – it takes a commitment to overcoming the five dysfunctions that impact a team’s performance.


The Five Dysfunctions of a Team*




Teams that overcome the dysfunctions operate from a different perspective:

  • Teams that trust one another are comfortable being vulnerable, sharing their strengths and weaknesses, fears and behaviors.
  • 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.
  • Teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various members of the team initially disagreed.
  • Teams that commit to decisions and standards of performance do not hesitate to hold one another accountable for adhering to those decisions and standards.
  • 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 on what is best for the team.
*Lencioni, Patrick.The Five Dysfunctions of a Team.Jossey-Bass, 2002.

Several years ago, Patrick asked us to become a consulting partner of his firm, The Table Group, and represent his material with teams at all levels within organizations. The impact of the work is immediate and far-reaching. Here is a notewe received about a senior leadership retreat we facilitated in November:

Brian & Pam: I wanted to thank you again for a great two days. I feel like we accomplished all that I could have hoped for and are well-positioned to make some major improvements in our company. You are both very good at what you do. It is clear that know what you are doing but the great thing is that is was always about us; never about you. I look forward to working with you in the future. I can honestly say that I am as excited about the management side of my job as I have been in quite a while. Thanks. Best of all, we had some fun and if you are not having fun, what's the point?


Hartford, Connecticut

Building a more effective team is simple in concept but is a process that requires a commitment to work through often long-standing issues.In doing so your team will gain a renewed energy and excitement about their work.