Reflections on teamwork books
5 dysfunctions of a team by Patrick lencioni talks about the 5 types of team behaviors that need to be built for team to be high performing.
Trust > conflict > commitment > accountability and results
The inability to be vulnerable affects trust among team members
Not being able to trust each other thus create a fear of conflict
Which then creates a lack of clarity that affects commitment
And subsequently causing members to focus and fend for themselves, leading to lack of accountability
Without having an eye on the overall team goal which ultimately cause the team to lose sight of achieving any results
2nd book
Ideal team player also by Patrick lencioni talks about the attributes which an individual ought to have in order to be a good team player. The 3 attributes are humble, hungry and (people) smart. These are not separate from the 5 dysfunctions, cos while the above focuses on team working together to overcome the 5 dysfunctions, the 3 attributes is something that every member can work on themselves. Eg getting members who’s lacking in humility to work on it can therefore help to spur trust within the team.
3rd book
How one great team can transform an entire organisation by Adrian gostick and Chester Elton talks about the common traits of breakthrough teams. For instance, how it’s important for teams to first have a common cause (eg having a single common rallying point), then if leaders/organisation can do well in the 4+1 areas (goal setting knowing where you are heading, communication; two way street, trust; believing in others, accountability; doing what you say you will do + recognition; appreciating people) it will help to promote personal competence that help band high performing individuals tgt.
But that’s not all, for a team to be truly high performing and start influencing outwards, that’s when all team members need to be committed to the rules of 3 - wow, no surprises and cheer and do them consistently. Eg wanting to achieve world class results tgt through dreaming, believing, persevering, risking, measuring, telling stories (WOW), knowing how to communicate effectively, Eg through creating face to face time, being available, being responsive, knowing how to ask for help and offer help (NO SURPRISES), and finally knowing how to cheer frequently as a team, Eg to cheer positively, cheer immediately, share experiences (CHEER).
Some ideas would include creating many shared experiences, shared fun, shared rls, shared symbol or even instilling some personal balance (eg some family touch that encourages members to share personable things of themselves beyond work).
Powerful quotes from the book: Success don’t come from a powerful leader, it’s by leading a powerful team
The best way to convince others is to offer proof, use results to solidify the progress you are making with team efforts, show that it helps in culture building. This highlights the importance of evaluation, to show whether what we are doing is helping the organisation. Whether what we are doing led to increased teamwork then increased engagement and increased productivity. Like how the authors used data to prove that their Orange Revolution theories are correct, such that pple who are in high agreement w the 4+1 (goal setting, trust, communications accountability and recognition) areas will be more engaged in their work (eg more satisfied, more likely to recommend job to friends, more likely to remain employed at least 2 or more years).
Reflections: after reading this book, I’m more convinced that great teamwork is achievable and it can be done through a deliberate process. And for non-profits like our organisation, teamwork is even more important cos we don’t revolve around one powerful individual, our officers post around, our leaders go around building teams after teams so if we don’t get this team working right and garner the “power of people”, we will eventually hit a plateau in how leadership can impact. And we just gotta start team by team, by doing one thing right first. And that showing proof is very important, not just to the organisation, but also to the team. To let them know their vitals (a common metrics that the team cares about and to ensure the openness to this metrics). That’s really the true purpose of us wanting to weave data into the team effectiveness workshop.
Trust > conflict > commitment > accountability and results
The inability to be vulnerable affects trust among team members
Not being able to trust each other thus create a fear of conflict
Which then creates a lack of clarity that affects commitment
And subsequently causing members to focus and fend for themselves, leading to lack of accountability
Without having an eye on the overall team goal which ultimately cause the team to lose sight of achieving any results
2nd book
Ideal team player also by Patrick lencioni talks about the attributes which an individual ought to have in order to be a good team player. The 3 attributes are humble, hungry and (people) smart. These are not separate from the 5 dysfunctions, cos while the above focuses on team working together to overcome the 5 dysfunctions, the 3 attributes is something that every member can work on themselves. Eg getting members who’s lacking in humility to work on it can therefore help to spur trust within the team.
3rd book
How one great team can transform an entire organisation by Adrian gostick and Chester Elton talks about the common traits of breakthrough teams. For instance, how it’s important for teams to first have a common cause (eg having a single common rallying point), then if leaders/organisation can do well in the 4+1 areas (goal setting knowing where you are heading, communication; two way street, trust; believing in others, accountability; doing what you say you will do + recognition; appreciating people) it will help to promote personal competence that help band high performing individuals tgt.
But that’s not all, for a team to be truly high performing and start influencing outwards, that’s when all team members need to be committed to the rules of 3 - wow, no surprises and cheer and do them consistently. Eg wanting to achieve world class results tgt through dreaming, believing, persevering, risking, measuring, telling stories (WOW), knowing how to communicate effectively, Eg through creating face to face time, being available, being responsive, knowing how to ask for help and offer help (NO SURPRISES), and finally knowing how to cheer frequently as a team, Eg to cheer positively, cheer immediately, share experiences (CHEER).
Some ideas would include creating many shared experiences, shared fun, shared rls, shared symbol or even instilling some personal balance (eg some family touch that encourages members to share personable things of themselves beyond work).
Powerful quotes from the book: Success don’t come from a powerful leader, it’s by leading a powerful team
The best way to convince others is to offer proof, use results to solidify the progress you are making with team efforts, show that it helps in culture building. This highlights the importance of evaluation, to show whether what we are doing is helping the organisation. Whether what we are doing led to increased teamwork then increased engagement and increased productivity. Like how the authors used data to prove that their Orange Revolution theories are correct, such that pple who are in high agreement w the 4+1 (goal setting, trust, communications accountability and recognition) areas will be more engaged in their work (eg more satisfied, more likely to recommend job to friends, more likely to remain employed at least 2 or more years).
Reflections: after reading this book, I’m more convinced that great teamwork is achievable and it can be done through a deliberate process. And for non-profits like our organisation, teamwork is even more important cos we don’t revolve around one powerful individual, our officers post around, our leaders go around building teams after teams so if we don’t get this team working right and garner the “power of people”, we will eventually hit a plateau in how leadership can impact. And we just gotta start team by team, by doing one thing right first. And that showing proof is very important, not just to the organisation, but also to the team. To let them know their vitals (a common metrics that the team cares about and to ensure the openness to this metrics). That’s really the true purpose of us wanting to weave data into the team effectiveness workshop.
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