Number of pages: 229
BBB Library: Leadership
Perhaps more than any of the other dysfunctions, the leader must set the tone for a focus on results. If team members sense that the leader values anything other than results, they will take that as permission to do the same for themselves. Team leaders must be selfless and objective and reserve rewards and recognition for those who make real contributions to the achievement of group goals. Success is not a matter of mastering subtle sophisticated theory, but rather of embracing common sense with uncommon levels of discipline and persistence. Ironically, teams succeed because they are exceedingly human. By acknowledging the imperfections of their humanity, members of functional teams overcome the natural tendencies that make trust, conflict, commitment, accountability and focusing on results so elusive.
"The Five Dysfunctions of a Teamis a book for CEOs. It's a book for high school baseball coaches. It's a book for parents and parents-to-be and parents-who-plan-to-be. It's a book for anyone who's ever been involved in a team dynamic and felt that maybe not everything was running as well as it could. In other words, it's a book for all of us. And hey, who doesn't like a fable?" Intuit and QuickBooks
"The is a really great book on team dynamics and team work, in fact it’s one of the best books on the subject that I’ve read. The book is written as a fable which help one get a really vivid picture of how a healthy team interacts and what is feels like to be part of a successful team. Although written as a fable, the book provides practical advice, which leaders can use in their own teams." George Ambler
"Overall, Pat Lencioni is very successful with The Five Dysfunctions of a Team because it is practical. While it is not a piece of empirical research, the application of his model is beneficial nonetheless. He seeks to address team problems as they occur naturally in the working (or collegiate) environment, and provides a useful guide for how to break through them to form sustainable and productive teams." National Clearinghouse for Leadership Programs
"At first glance, Five Dysfunctions may seem simplistic — but that’s because the problems that tend to unravel work teams are, at their core, shockingly simple. Indeed, the more you complicate matters, the further away you get from actually fixing the problem. Lencioni’s advice isn’t just easy to absorb, it’s easy to implement." Agadvanced.com
For most people, the words integrity and politics don’t mix. When we hear politics, we think of undesirable behavior such as manipulation, backroom deals, self-serving hidden agendas, bad-mouthing, or compromising values to get things done. Such behavior definitely exists, and has crushed many well-intentioned and capable professionals and leaders. But we
In this leadership book, 42 Rules for Creating WE offers new insights from thought leaders in neuroscience, organizational development, and brand strategy, introducing groundbreaking practices for bringing the spirit of WE to any organization, team or cause.
Leaders Eat Last attempts to help us understand why we do what we do. Almost all of the systems in our bodies have evolved to help us find food, stay alive and advance the species. However, for a lot of the world, and certainly throughout the developed world, finding food and
Employees in the workplace belong to different generations which impact their way of thinking and how they see matters. These generational differences are what we call Sticking Points. Knowing these sticking points can allow teams to label tension points and work through them – even anticipate and preempt them. But most
Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring it’s obnoxious aggression; when you care without challenging it’s ruinous empathy. When you do neither it’s manipulative insincerity. This simple framework can help
As teams become increasingly virtual; productivity increases will be required; leadership skills will be demanded from more and more of the team's membership. Our capacity for resilience will be tested on a daily basis. However, when groups of people adapt and respond collectively, incredible things happen. This is where collaborative intelligence
Social capital consists of the stock of active connections among people: the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible. It makes an organization, or any cooperative group, more than a collection of individuals’ intent on achieving
At the heart of every organization chart lies a myth. At the top there’s the boss. Directly beneath are the boss’s direct reports – anywhere from five to fifteen people who meet regularly as the senior team. Whether at the corporate, divisional, functional, or departmental level, this team almost invariably has
Great teams ensure that everyone’s ideas are genuinely considered, which creates a willingness to rally around whatever decision is ultimately made by the group.
One of the most difficult challenges for a leader who wants to instill accountability on a team is to encourage and allow the team to serve as the first and primary accountability mechanism.
Perhaps more than any of the other dysfunctions, the leader must set the tone for a focus on results. If team members sense that the leader values anything other than results, they will take that as permission to do the same for themselves.
There is a competitive advantage out there, arguably more powerful than any other. Is it superior strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick Lencioni, argues that the seminal difference between successful companies and mediocre ones has little to do with what they know and how smart