Overview
Product Details
ISBN-13: | 9785001461319 |
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Publisher: | Mann, Ivanov and Ferber |
Publication date: | 08/04/2019 |
Sold by: | Bookwire |
Format: | eBook |
Pages: | 208 |
Sales rank: | 353,950 |
File size: | 2 MB |
Language: | Russian |
About the Author
Read an Excerpt
Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.
A friend of mine, the founder of a company that grew to a billion dollars in annual revenue, best expressed the power of teamwork when he once told me, "If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time."
Whenever I repeat that adage to a group of leaders, they immediately nod their heads, but in a desperate sort of way. They seem to grasp the truth of it while simultaneously surrendering to the impossibility of actually making it happen.
And that is where the rarity of teamwork comes into play. For all the attention that it has received over the years from scholars, coaches, teachers, and the media, teamwork is as elusive as it has ever been within most organizations. The fact remains that teams, because they are made up of imperfect human beings, are inherently dysfunctional.
But that is not to say that teamwork is doomed. Far from it. In fact, building a strong team is both possible and remarkably simple. But it is painfully difficult.
That's right. Like so many other aspects of life, teamwork comes down to mastering a set of behaviors that are at once theoretically uncomplicated, but extremely difficult to put into practice day after day. Success comes only for those organizations that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them.
As it turns out, these principles apply to more than just teamwork. In fact, I stumbled on them somewhat by accident in my pursuit of a theory about leadership.
A few years ago I wrote my first book, The Five Temptations of a CEO, about the behavioral pitfalls that plague leaders. In the course of working with my clients, I began to notice that some of them were "misusing" my theories in an effort to assess and improve the performance of their leadership teams -- and with success!
And so it became apparent to me that the five temptations applied not only to individual leaders but, with a few modifications, to groups as well. And not just within corporations. Clergy, coaches, teachers, and others found that these principles applied in their worlds as much as they did in the executive suite of a multinational company. And that is how this book came to be.
Like my other books, The Five Dysfunctions of a Team begins with a story written in the context of a realistic but fictional organization. I have found that this allows readers to learn more effectively by losing themselves in a story and by being able to relate to the characters. It also helps them understand how these principles can be applied in a nontheoretical, real-world environment, where the pace of work and the volume of daily distractions make even the simplest of tasks seem arduous.
In order to help you apply the material in your own organization, a brief section following the story outlines the five dysfunctions in detail. That section also includes a self-assessment and suggested tools for overcoming the issues that might be plaguing your team. Finally, although this book is based on my work with CEOs and their executive teams, its theories are applicable for anyone interested in teamwork, whether they lead a small department within a company or are simply a member of a team that could use some improvement. Whatever the case may be, I sincerely hope it helps your team overcome its particular dysfunctions so that it can achieve more than individuals could ever imagine doing alone. That, after all, is the real power of teamwork.
Table of Contents
Introduction | vii | |
The Fable | 1 | |
Luck | 3 | |
Part 1 | Underachievement | 5 |
Part 2 | Lighting the Fire | 27 |
Part 3 | Heavy Lifting | 115 |
Part 4 | Traction | 171 |
The Model | 185 | |
An Overview of the Model | 187 | |
Team Assessment | 191 | |
Understanding and Overcoming the Five Dysfunctions | 195 | |
A Note About Time: Kathryn's Methods | 221 | |
A Special Tribute to Teamwork | 223 | |
Acknowledgments | 225 | |
About the Author | 229 |
What People are Saying About This
"The Five Dysfunctions of a Team has stood the test of time, because practicing leaders—those who must get things done through the power of teams—find its insights timeless, incisive, and useful."—Jim Collins, author, Good to Great, and co-author, Built to Last
"The Five Dysfunctions of a Team has been my playbook for developing our staff and locker room culture for the last decade. The book is a classic—it covers all the real stuff that drives productive teams that many of us are usually too uncomfortable to address."—Erik Spoelstra, Head Coach, Miami Heat
"I have watched this book become the foundational source on teamwork within our company, and in just about every other organization I know. It's hard to imagine the world of work without The Five Dysfunctions of a Team."—Elizabeth Bryant, SVP of People, Learning & Development, Southwest Airlines
"Patrick Lencioni's classic book, The Five Dysfunctions of a Team, is one of the most helpful organizational leadership books of all time. These principles greatly influenced my personal and foundational leadership strategy. This is a book I've revisited many times and learn more each time I read it. Get a copy for yourself and everyone on your team."—Craig Groeschel, Founding Pastor of Life.Church and New York Times best-selling author
"Every manager and executive will recognize themselves somewhere in this book. Lencioni distills the problems that keep even the most talented teams from realizing their full potential. Even more important, he shows — in prose that is crisp, clear, and fun to read — how to solve them."—Geoffrey A. Moore, Chairman Emeritus of The Chasm Institute, The Chasm Group, and TCG Advisors and author, Crossing the Chasm and Zone to Win
Interviews
Author Essay
Overcoming Team Politics and Dysfunction
Because teams are made up of human beings with various agendas and frailties, many teams are easily susceptible to politics and inefficiency, especially within organizations. From first-line management teams to the executive suite, teams of all types experience some level of dysfunction and politics.
Fortunately, the causes of team dysfunction and politics are both understandable and curable. However, these problems don't die easily. Making a team functional and cohesive requires levels of courage and discipline that many groups simply cannot muster.
To better understand the level of dysfunction that may plague your team, ask yourself these simple questions:
- Do team members hold back their opinions?
- Do team meetings tend to be boring?
- Does the pursuit of consensus bog down your team?
- Do team members hesitate to call each other on their shortcomings?
- Do team members put their own goals and interests ahead of those of the team?
If you answered yes to many of these questions, your team is probably experiencing some level of dysfunction. The beginning steps in overcoming these issues within your organization are understanding that there are five dysfunctions and addressing them.
Building and sustaining a functional and cohesive team is not easy however, the rewards are significant. Functional teams avoid wasting time talking about the wrong issues and revisiting the same topics over and over again because of lack of buy-in. Additionally, functional teams accomplish more in less time and with less distraction and frustration. Finally, "A" players rarely leave organizations when they are part of a cohesive team.
Ironically, as desirable as these qualities are, they continue to remain elusive, making teamwork even more powerful. The fact is, in this age of nanosecond competitive advantage and instant commoditization, building a strong team remains one of the few opportunities for sustainable and significant differentiation, one that every organization should covet. (Patrick M. Lencioni)