the five dysfunctions of a team jim alampi september 19, 2015september 19, 2015september 19, 2015

The Five Dysfunctions of a TeamThe Five Dysfunctions of a Team

Jim AlampiJim Alampi

April 19, 2023April 19, 2023

Copyright © 2009 Alampi & Associates, LLC2

Return on Capital InvestedReturn on Capital Invested

““In a study of 3,000 companies, researchers at the In a study of 3,000 companies, researchers at the University of Pennsylvania found that spending 10% of University of Pennsylvania found that spending 10% of revenue on capital improvements boosts productivity by revenue on capital improvements boosts productivity by 3.9%, but a similar investment in developing human 3.9%, but a similar investment in developing human capital increases productivity by 8.5% - more than twice capital increases productivity by 8.5% - more than twice as much.”as much.”

Fast CompanyFast CompanyAugust 2003August 2003

““In a study of 3,000 companies, researchers at the In a study of 3,000 companies, researchers at the University of Pennsylvania found that spending 10% of University of Pennsylvania found that spending 10% of revenue on capital improvements boosts productivity by revenue on capital improvements boosts productivity by 3.9%, but a similar investment in developing human 3.9%, but a similar investment in developing human capital increases productivity by 8.5% - more than twice capital increases productivity by 8.5% - more than twice as much.”as much.”

Fast CompanyFast CompanyAugust 2003August 2003


AgendaAgenda

• 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


Leadership Teams Start Leadership Teams Start with Understanding Level with Understanding Level

Five LeadershipFive Leadership


Level 5 LeadershipLevel 5 Leadership

• What is it? What is it?

• Is it possible?Is it possible?

• Is it fair? Is it fair?

• Are you up to the task?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


Level 5 LeadersLevel 5 Leaders

Source: Source: Good to Great, Good to Great, Jim CollinsJim Collins

Level 5 leaders channel their ego Level 5 leaders channel their ego

needs away from themselves and into needs away from themselves and into

the larger goal of building a great the larger goal of building a great

company. It’s not that level 5 leaders company. It’s not that level 5 leaders

have no ego or self interest. have no ego or self interest.

Indeed, they are incredibly ambitious – but their Indeed, they are incredibly ambitious – but their ambition is first and foremost for the ambition is first and foremost for the institutioninstitution, not , not themselves.themselves.


Level 5 HierarchyLevel 5 Hierarchy

Level 5 Executive - Builds enduring greatness through a paradoxical blend of personal humility and professional will.

Effective Leader - Catalyzes commitment to and vigorous pursuit of a clear and compelling vision stimulating higher performance.

Competent Manager - Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.

Contributing Team Member - Contributes individual capabilities to the achievement of group objectives and works effectively with others.

Highly Capable Individual - Makes productive contributions through talent, knowledge, skills and good work habits.

Level 5

Level 4

Level 3

Level 2

Level 1

• Unwavering resolve to do what must be doneUnwavering resolve to do what must be done

• Every Good to Great company had a Level 5Every Good to Great company had a Level 5leader during the pivotal transition yearsleader during the pivotal transition years

• They are cut from a different clothThey are cut from a different cloth

• Jim Collins was not looking for this, heJim Collins was not looking for this, hediscovered itdiscovered it

• George Cain of Abbott Labs fired familyGeorge Cain of Abbott Labs fired familymembersmembers




• Darwin Smith of Kimberly Clark, a stodgy oldDarwin Smith of Kimberly Clark, a stodgy old

paper company, decided to “Sell the mills” paper company, decided to “Sell the mills”

and become a world class consumer paper and become a world class consumer paper

goods businessgoods business

• Humility + Will = Level 5Humility + Will = Level 5

• It’s about the cause, the work & the mission It’s about the cause, the work & the mission

--not about the individualnot about the individual



Level 5 LeadersLevel 5 Leaders ((It’s Easier to Tell Who Isn’tIt’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


How do You Become Level 5?How do You Become Level 5?

• 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…


Level 5?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…

Healthy executive teams do not require Healthy executive teams do not require every member to be a Level 5 leader.every member to be a Level 5 leader.

But the more each member understands But the more each member understands

what Level 5 is and undertakes the what Level 5 is and undertakes the journey, the greater chance there is of a journey, the greater chance there is of a

high-performance executive team.high-performance executive team.


Leadership Teams Start with Leadership Teams Start with Level Five Leaders Who Have the Level Five Leaders Who Have the

Right ValuesRight Values


Why Core Values?Why Core Values?

• Guidelines to behavior• “Moments of Truth” decision-making• Hiring



Values-based Hiring MatrixValues-based Hiring Matrix

Values Values AlignmentAlignment

Experience & SkillsExperience & Skills

HH

HHLL

Why Core Values?Why Core Values?

• Guidelines to behavior• Moments of Truth decision-making• Hiring• Annual performance appraisal


Four Types of ValuesFour Types of Values



The Values ModelThe Values Model

AspirationalAspirationalPermissionPermissionTo PlayTo Play

AccidentalAccidental

CoreCoreValuesValues


Leadership Teams Start with Leaders Leadership Teams Start with Leaders Who Understand Level Five, Who Understand Level Five, Have the Right Values and Have the Right Values and

Focus on the Healthy Side ofFocus on the Healthy Side ofTheir CompaniesTheir Companies


Executive Leadership & TeamsExecutive Leadership & TeamsAn organization needs to be An organization needs to be bothboth to be successful to be successful

SmartSmartSmartSmart HealthyHealthyHealthyHealthy

-Strategy-Marketing-Finance-Technology

-Less Politics-Less Confusion-Higher Morale-Higher Productivity-Lower Turnover

* Source: Patrick Lencioni, The Table Group, Inc.

22

* Source: The Four Obsessions of An Extraordinary Executive, Patrick Lencioni, The Table Group, Inc.

Copyright © 2009 Alampi & Associates, LLC

Leadership - Leadership - The Four DisciplinesThe Four Disciplines

4:Reinforce

Clarity ThroughHuman

Systems3:Over-

CommunicateOrganizational

Clarity2:

CreateOrganizational

Clarity1:

Build and Maintain a Cohesive

Leadership Team


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TeamsTeams


Who Said You Have to Be a Team?Who Said You Have to Be a Team?

• No requirement to be a teamNo requirement to be a team• It’s It’s veryvery hard work hard work• Natural state is to be dysfunctionalNatural state is to be dysfunctional• True teams make willing sacrifices to one another to True teams make willing sacrifices to one another to

achieve common goals that lead to joint rewardsachieve common goals that lead to joint rewards• Teams confront behavioral issues readilyTeams confront behavioral issues readily• Teams engage in positive conflict to get the best solution Teams engage in positive conflict to get the best solution

and gain commitmentand gain commitment• Teams keep their egos in checkTeams keep their egos in check• Teams put the success of the organization above any Teams put the success of the organization above any

individual’sindividual’s


25

The Five DysfunctionsThe Five Dysfunctions


Five Dysfunctions OverviewFive Dysfunctions Overview

Fear of

Conflict

Absence of

Trust

Lack of

Commitment

Avoidance of

Accountability

Inattention to

Results Status and EgoStatus and Ego

Low StandardsLow Standards

AmbiguityAmbiguity

Artificial HarmonyArtificial Harmony

InvulnerabilityInvulnerability

EvidenceEvidence


The Online AssessmentThe Online Assessment

www.tablegroup.com

http://www.tablegroup.com/


Team AssessmentTeam Assessment

Source: Source: www.tablegroup.comwww.tablegroup.com

Team Effectiveness ExerciseTeam Effectiveness Exercise

NameName Do More Of/Keep DoingDo More Of/Keep Doing Needs to Improve/Stop Needs to Improve/Stop DoingDoing

Feedback from my peersFeedback from my peers

What does each of your colleagues do well (keep doing) and how could they make improvements for the team to be more productive.What does each of your colleagues do well (keep doing) and how could they make improvements for the team to be more productive.



SummarySummary

• 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

SourcesSources

• 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


Contact InformationContact Information


Alampi & Associates, LLC248.349.6045 office248.869.6016 fax248.342.7207 cell

[email protected]

the five dysfunctions of a team jim alampi september 19, 2015september 19, 2015september 19, 2015

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