Five Behaviors All Types Sample Report

Kathryn Peterson
With DecisionTech Leadership Team
(5 people)
Wednesday, June 29, 2016
This report is provided by:
Your Company
123 Main Street
Smithville, MN 54321
612-123-9876
www.yourcompany.com

© 2016 by Patrick Lencioni and John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Kathryn Peterson 2
Contents
Introduction Accountability
Introduction and Definitions.........................................................................................................3 Definition & Team Survey Results.......................................................24
The Five Behaviors and Your Team.............................................................................................4 Your Team & Accountability...............................................................25-28
The Impact of Type............................................................................25-28
Trust Embracing Accountability & Discussion..............................................29
Definition & Team Survey Results................................................................................................5 Taking Action.....................................................................................30
Your Team & Trust......................................................................................................................6-7
The Impact of Type.....................................................................................................................8-9 Results
Your Team and the Dimensions ..................................................................................................10-11 Definition & Team Survey Results.......................................................31
Building Trust & Discussion.........................................................................................................12 Your Team & the Impact of Your Type ...............................................32
Taking Action..............................................................................................................................13 Common Distractions & Discussion ...................................................33
Taking Action.....................................................................................34
Conflict
Definition & Team Survey Results................................................................................................14 Summary
Your Team & the Impact of Your Type ........................................................................................15 Your Team’s Strengths ......................................................................35
Conflict Team Map .....................................................................................................................16 Overcoming Your Team’s Challenges ................................................36
Mastering Conflict & Discussion..................................................................................................17
Taking Action..............................................................................................................................18 Appendix
The 16 Types and Your Team............................................................37
Commitment
Definition & Team Survey Results................................................................................................19
Your Team & Commitment .........................................................................................................20-21
The Impact of Type.....................................................................................................................20-21
Achieving Commitment & Discussion..........................................................................................22
Taking Action..............................................................................................................................23

The Five Behaviors of a Cohesive Team
Are you part of a truly cohesive team?
As much effort as it takes to build a cohesive team, the process does not have to be complicated. In fact, keeping it
simple is critical. Based on the best-selling book, The Five Dysfunctions of a Team by Patrick Lencioni, this report is
designed to provide a clear, concise, and practical guide to improve your team.
Quite simply, a cohesive team needs to master five behaviors: building trust, mastering conflict, achieving commitment,
embracing accountability, and focusing on results. Before you begin, bear in mind that each behavior builds on the
previous one, so the behaviors should not be addressed in isolation of one another.
Take a look at the overview of the five behaviors below:
Trust One Another
When team members are genuinely transparent and honest with one
another, they are able to build vulnerability-based trust.
Engage in Conflict Around Ideas
When there is trust, team members are able to engage in unfiltered,
constructive debate of ideas.
Commit to Decisions
When team members are able to offer opinions and debate ideas, they
will be more likely to commit to decisions.
Hold One Another Accountable
When everyone is committed to a clear plan of action, they will be more
willing to hold one another accountable.
Focus on Achieving Collective Results
The ultimate goal of building greater trust, healthy conflict, commitment,
and accountability is one thing: the achievement of results.
What is All Types™?
Team members need to have a meaningful understanding of themselves and their peers, which is why this
report gives insight into each team member’s personality type using All Types™. So, what is it?
• The All Types assessment uses categories originated by Swiss Psychiatrist Carl Jung in the 1920s.
• His typological theory was further popularized in the 1940s by Isabel Briggs Myers and Katherine Briggs,
in the 1950s by David Keirsey, and, more recently, by Linda Berens and others.
• Today, the All Types assessment combines Jung’s insights with contemporary psychological
measurement and theory.
• It has been woven into this experience to help organizations already using Jung’s constructs benefit
from Patrick Lencioni’s model and enhance the team’s ability to collaborate.

The Five Behaviors and Your Team
Remember, the five behaviors can be mistakenly interpreted as five distinct issues that can be addressed in isolation
of one another. But in reality they form an interrelated model, and neglecting even one of the behaviors can be
potentially harmful to the success of a team. Below are your team’s results for each behavior, based on the team’s
responses to the assessment questions.
Summary of Your Team Survey Results
Your assessment scores indicate that all five behaviors are potentially areas for improvement for your team.
3.20
2.35
3.40
3.45
2.50

Building Trust
The first and foundational behavior of a cohesive team is trust. Unfortunately, the word trust is used—and misused—
so often it may not impart the same meaning to everyone. The definition here isn’t centered around the ability to
predict a person’s behavior based on past experience (a standard description). Rather, in the context of a cohesive
team, trust means
• a willingness to be completely vulnerable with one another
• confidence among team members that their peers’ intentions are good and that there is no reason to be
protective or careful around the team
Trust lies at the heart of a functioning, cohesive team. No matter how a team scores on the assessment, teams
should always begin with trust because there is no quality or characteristic that is more important for building a team.
Team Survey Results
The following table reflects the team’s responses to the trust-related questions from the team survey. The bars to the
right of the questions reflect the team’s average score on the five-point scale. The tables on pages 6-7 identify the
distribution of responses within the team.
ALMOST
NEVER
1
RARELY
2
SOMETIMES
3
USUALLY
4
ALMOST
ALWAYS
5
Team members acknowledge
their weaknesses to one another.
Team members willingly apologize
to one another.
Team members are unguarded
and genuine with one another.
Team members ask one another
for input regarding their areas of
responsibility.
Your Team’s Survey Results for Trust: 2.50 = LOW
2.6
2.6
2.6
2.2

Your Team and Trust
Team members acknowledge their weaknesses to one another.
Almost Never Rarely Sometimes Usually Almost Always
1 2 2 0 0
Members of great teams don’t waste time and energy putting on airs or
pretending to be someone they’re not. Everyone on the team knows
that no one is going to hide his or her weaknesses, which helps build a
deep and uncommon sense of trust.
However, Kathryn, your team members don’t seem to be willing to
admit to their weaknesses, at least not to each other. Rather, the
members of this team probably hide their personal limitations for fear of
what others might think. The only way for your team to begin to build
real trust is for team members to come clean about who they are, warts
and all.
Team members willingly apologize to one another.
1 1 2 1 0
When great teams have vulnerability-based trust, they are completely
comfortable being transparent and saying things like “I screwed up” or
“your idea was better than mine.” The level of trust on a team will
improve greatly if members are able to set egos aside in order to move
forward.
Although there was some disagreement, most of your team seems to
see its members as uncomfortable apologizing to one another for
mistakes. People may feel compelled to hide slip-ups and avoid “outing”
themselves with direct apologies. Remember that a willingness to say
“I’m sorry” is an important contributing factor to establishing trust on
your team.

Your Team and Trust
Team members are unguarded and genuine with one another.
0 2 3 0 0
At the heart of vulnerability lies the willingness of people to abandon their
pride and their fear and simply be themselves. While this can be a little
threatening and uncomfortable at first, ultimately it becomes liberating
for people who are tired of overthinking their actions and managing
interpersonal politics at work.
However, this type of vulnerability is tough for a lot of teams. As it stands
right now, Kathryn, the people on your team may have trouble letting
down their guards and showing their true colors. This lack of
transparency may hinder the team’s ability to have a free exchange of
ideas, which, in turn, may challenge the team’s ability to build trust.
Team members ask one another for input regarding their areas of responsibility.
1 1 2 1 0
When people trust that their teammates have their best interests in mind,
they feel comfortable asking one another for input and opinions. They
aren’t worried about being exposed or shot down.
While not everyone agreed, overall it seems that members of your team
may be reluctant to ask for feedback. Team members may think that
doing so will make them seem incapable of handling their own work, or
maybe they’re simply overconfident in their own ideas. Perhaps there is
underlying tension that keeps people from sharing. Remember that
accepting more input may lead to better ideas or solutions, which, in
turn, will drive team success.
How Do We Build Vulnerability-Based Trust?
Using a behavioral tool like the one on the next page can give team members deeper insights into
themselves and their peers. It can help people understand one another and get comfortable being
transparent about personal limitations.

Building Vulnerability-Based Trust
Sometimes it’s during the process of coming clean about weaknesses that the biggest breakthroughs happen among
team members. Giving people as much information as possible about who a person is and why this person might act
the way he or she does will greatly reduce the likelihood of unfair judgments. Understanding your personality type code
can help you gain insight and empathy, qualities that allow a team to build trust. You can see descriptions of all 16
types on page 37, the appendix.
Personality Dimensions
There are four dimensions that impact your personality type, and you will see them below along with your inclination.
Your dot represents where you tend to be most comfortable on each continuum, but depending on the situation, your
level of comfort may change. Knowing this, we can predict your probable comfort zone, as indicated below.
EXTRAVERSION
( E )
INTROVERSION
( I )
Energized by having
interaction with other
people
Energized by time
alone to reflect
SENSING
( S )
INTUITION
( N )
Tends to be practical
and think concretely
Reads between the
lines and thinks
abstractly
THINKING
( T )
FEELING
( F )
Focuses on logic and
objective reasoning
Focuses on personal
values and empathy
JUDGING
( J )
PERCEIVING
( P )
Wants things to be
planned and settled
Wants to keep things
open and flexible
You
YOUR COMFORT ZONE
You
YOUR COMFORT ZONE
You
YOUR COMFORT ZONE
You
YOUR COMFORT ZONE

Your Type and Story
Your personality type: INTJ
Kathryn, if you are like most people with INTJ preferences,
you are a naturally conceptual thinker. You thrive when
implementing strategies and solving complex problems, and
you tend to be especially skilled at anticipating the ripple
effects of a plan. Most likely, you can both build theoretical
models and translate theory into practice, and you tend to
be good at putting together the big picture using the
applicable parts. Though you enjoy developing systems,
you’d rather leave the execution and routine to others.
You have an uncanny ability to envision solutions and
anticipate outcomes, which can sometimes come to you in
moments of deep reflection. You appreciate when others
allow this process to take place rather than pushing you to
make quick decisions. This is not to say that you don’t have
a sense of urgency or lose sight of the goal. In fact, you can
be very task-oriented, sometimes even to the point of
obsession.
Most likely, you prefer to make decisions carefully, focusing
on the goals and the vision of where the team is going. You
are probably keenly aware of the inner workings of the
whole organization and its various subsystems. Above all,
you trust your ability to rely on logic in any decision-making
situation.
Like other INTJ’s, your natural skepticism is evident in your tendency to ask why and question the status quo. You
don’t favor following routines, standard operating procedures, or going by the book. In fact, you are constantly
evaluating and reevaluating to determine if something can be done better.
Most of your analysis happens internally, and you don’t tend to over-communicate. At times, this may cause you to
come across to others as mysterious or secretive. In your mind, you’re being efficient in your communication style,
which you value in others as well. In fact, when people tend to speak at length or become wordy, you may tune them
out.
You are comfortable giving people directions about tasks and providing structure in a work context, but you may be
less comfortable taking the initiative in striking up friendships. This means that you may be slow to develop
relationships, and you may have fewer, deeper bonds rather than many casual acquaintances.
To others, you may seem cool and aloof at times, and you may not always take care of your or others’ emotions. In a
work context, you might not really like it when others rely on emotions to help make decisions. You prefer for
discussions to be resolved logically and objectively.
Kathryn, like others with INTJ preferences, your most valuable contributions to the workplace may include your ability
to anticipate and predict outcomes, your knack for seeing the forest and the trees, and your ability to develop
complex systems and designs. In fact, these are probably some of the qualities that others admire most about you.

Your Team and the Dimensions
Below you will find more information on the Extraversion-Introversion and Sensing-Intuition continuum. For both, you
can see where you and each of your team members fall (out of 5).
Extraversion—Introversion
The mode of our personal energy and the attitude we have toward others is expressed in the Extraversion and
Introversion processes. Extraverts tend to be more gregarious and initiate in relationships more comfortably than those
who prefer Introversion. Introverts tend to wait for someone to make the first move and then to respond to that move.
EXTRAVERSION
( E )
INTROVERSION
( I )
Externally focused
Sociable
Expressive
Lively
Outgoing
Internally focused
Private
Reflective
Soft-spoken
Reserved
Sensing—Intuiting
A Sensing preference leads individuals to pay attention to the tangible realities of the past or present. An Intuiting
preference inclines someone to pay attention to a vision of the future. Someone with a Sensing preference is likely to
want to know if there is a real payoff soon, while for someone with an Intuiting preference, a promise in the future can
go a long way.
SENSING
( S )
INTUITION
( N )
Concrete thinking
Specific
Detailed
Practical
Drawn to realism
Abstract thinking
Theoretical
Imaginative
Innovative
Drawn to patterns
You
JR MB CA JS
You
CA JR JS MB

Your Team and the Dimensions
Below you will find information on the Thinking-Feeling and Judging-Perceiving continuum. For both, you can see
where you and each of your team members fall (out of 5).
Thinking—Feeling
The processes of Thinking and Feeling are more easily controlled and directed at will. Thinking revolves around the
objective and impersonal, while Feeling focuses on values and people. Both of these ways of selecting what to do or
not to do are necessary and useful—it is a matter of preference and what people are more comfortable with.
THINKING
( T )
FEELING
( F )
Logical
Impartial
Analytical
Swayed by reason
Objective
Compassionate
Understanding
Sympathetic
Swayed by emotion
Subjective
Judging—Perceiving
Those who prefer Judging tend to be more structured and usually have a need to finish whatever they’re working on.
They are apt to report a sense of urgency until they make a pending decision and then be at rest after it is made.
Those with a Perceiving preference are usually delighted to switch mid-stream and do something else. They are apt to
consider new possibilities and, after a decision is made, keep options open.
JUDGING
( J )
PERCEIVING
( P )
Drawn to structure
Organized
Intent on planning
Scheduled
Focused on closure
Flexible
Driven by options
Open-ended
Spontaneous
Adaptable
You
JR
JS
MB
CA
You
MB
CA
JS JR

Building Trust
What is needed to achieve trust?
As part of the assessment, you and your team members also had an opportunity to identify specific areas for the
team to focus on in the interest of building trust. The number of people (out of 5) who selected each response
appears in the corresponding box below. Note: You had the option to select all that apply.
There would be more trust on our team if people:
4 2Reduced the amount of gossiping Were more forthright with information
3 1Let go of grudges Readily apologized
3 1Admitted their mistakes Spent more time together
2 0Understood each other's working styles Shared professional failures and successes
2 0Got to know each other on a personal level Would give credit where credit is due
Points of Discussion
1. A number of group members felt that there might be more trust on the team if the amount of gossiping was
reduced. How has this hurt trust in the past? Are people ready to let go of that past? What is it going to take to
reduce gossiping?
2. Trust might also improve if people were more willing to let go of grudges. Are people ready and willing to let go
of grudges? What will make this more likely to happen?

Taking Action to Build Trust
How does a team go about developing vulnerability-based trust? Unfortunately, it cannot be built overnight. It
requires shared experiences over time, multiple instances of follow-through and credibility, and an in-depth
understanding of the unique attributes of team members. However, taking a focused approach, a team can
dramatically accelerate the process and build trust in relatively short order. Consider the importance of building trust,
outlined below, as you create an action plan.
Without Trust, Team Members… If a Team Is Trusting, Team Members…
• Conceal their weaknesses and mistakes from
one another
• Hesitate to ask for help or provide constructive
feedback
• Hesitate to offer help outside their own areas of
responsibility
• Jump to conclusions about the intentions and
aptitudes of others
• Hold grudges
• Admit their weaknesses and mistakes
• Ask for help
• Accept questions and input about their areas of
responsibility
• Give one another the benefit of the doubt before
arriving at a negative conclusion
• Offer and accept apologies without hesitation
Action Plan
Use the following questions to help build an action plan for your team.
1. Based on your team survey (on page 5), trust may be a stumbling block for this team. Why do you think this is
so? What three things could the team do to improve the level of trust?
2. According to the team survey (on page 5), your team rated itself lowest on acknowledging weaknesses. What are
some of the obstacles that keep people from doing this more openly? What steps can the team take to
overcome these obstacles?
The Connection to Conflict
When team members build a foundation of vulnerability-based trust, conflict simply becomes an attempt to find the
best possible answer.

Mastering Conflict
All great relationships, the ones that last over time, require productive conflict in order to grow. It’s important to
distinguish productive, ideological conflict from destructive fighting and interpersonal politics.
Productive conflict
• is focused on concepts and ideas
• avoids mean-spirited, personal attacks
Conflict is often considered taboo, especially at work, and people may spend inordinate amounts of time and energy
trying to avoid the kind of passionate debates that are essential to any great team. Teams that engage in productive
conflict know that the only purpose is to produce the best possible solution in the shortest period of time.
Team Survey Results
The following table reflects the team’s responses to the conflict-related questions from the team survey. The bars to
the right of the questions reflect the team’s average score on the five-point scale. The tables on page 15 identify the
ALMOST
NEVER
1
RARELY
2
SOMETIMES
3
USUALLY
4
ALMOST
ALWAYS
5
Team members voice their
opinions even at the risk of
causing disagreement.
Team members solicit one
another’s opinions during
meetings.
When conflict occurs, the team
confronts and deals with the issue
before moving to another subject.
During team meetings, the most
important—and difficult—issues
are discussed.
Your Team’s Survey Results for Conflict: 3.45 = MEDIUM
3.6
3.2
3.4
3.6

Conflict on Your Team
Team members voice their opinions even at the risk of causing disagreement.
0 1 1 2 1
There is some disagreement as to whether your team members sometimes withhold their opinions to avoid conflict.
Perhaps people are judging the team based on their own inclination toward open debate. Whatever the reason, a
willingness to engage in productive conflict makes it possible to resolve issues more quickly, without damaging team
relationships.
Team members solicit one another’s opinions during meetings.
0 1 2 1 1
There is disagreement as to whether team members solicit one another’s opinions. It may be that certain members
are asked for input more often than others, or perhaps there are different expectations about this process.
Regardless, drawing out everyone’s point of view helps the team gain valuable insight and lays the foundation for
making commitments.
When conflict occurs, the team confronts and deals with the issue before moving to another subject.
0 2 1 1 1
There isn’t a consensus as to whether your team directly confronts conflict. It may be that some disagreements are
handled differently than others, or perhaps some team members see smoothing over an issue as a way to deal with
it. Nonetheless, by avoiding conflict, your team may waste more time by having to revisit unresolved issues.
During team meetings, the most important—and difficult—issues are discussed.
0 1 2 0 2
Your team provided a range of responses to this question. It may be that some members are unaware of issues that
are going undiscussed, whereas others might feel that the important issues are being addressed. Whatever the
reason, it’s important to surface and discuss these issues in meetings so the team can move forward.
The Impact of Your INTJ Type
It’s important to understand that different people participate in conflict in different ways. We all have our own
preferences and tendencies. And that’s okay, because there is more than one way to engage in productive conflict.
Kathryn, because you have an INTJ type, you may keep many of your thoughts to yourself. That being said, you do
enjoy a penetrating and lively debate and can be quite outspoken. You prefer to resolve conflict logically and
reasonably, without becoming emotional, but that may make you appear cool and aloof at times.
• Expression of feelings may be a necessary part of some of your teammates’ process, but it may make you
uncomfortable.
• You may need to remind yourself to be cognizant of others’ feelings.
• You tend to enjoy evaluation and reevaluation, so you may get caught up in a cycle that frustrates your
more action-oriented teammates.

Conflict Team Map
Below are descriptions of healthy and unhealthy responses to conflict as they relate to the Introversion-Extraversion
and Thinking-Feeling dimensions. While anyone can engage in these behaviors, you may be more likely to demonstrate
the behaviors that are within your region. Your team members’ initials appear in their style regions below. Your region is
Introverted & Thinking
JR KP, JS
MB CA

Mastering Conflict
What is acceptable behavior during conflict?
In some cultures, there is very little direct disagreement and debate during meetings, while in others people tend to
“get in one another’s faces.” In some families, parents and siblings rarely engage in raw, emotional dialogue, while in
others people argue passionately and then make up with equal passion. Which is better on a team? The only thing
that really matters is—are people holding back their opinions? Members of great teams do not.
As part of the assessment, you and your team members were asked whether you think certain behaviors or actions
are acceptable while engaging in conflict at work and how many of you display them (last column). Here are the
results of the team survey (5 people):
Response to Conflict Unacceptable Tolerable
Perfectly
Acceptable
Number of team
members who
admit they do this
at work
Raising your voice when you get
passionate
0 2 3 3
Going beyond the meeting end time to
resolve an issue
0 2 3 5
Using strong language when you're
upset
2 3 0 0
Avoiding someone when you're angry 3 2 0 3
Excluding other team members from
difficult conversations
1 0 4 2
Being outwardly emotional 1 1 3 4
Expressing anger through indirect
actions rather than voicing it directly
4 1 0 1
1. Why does "using strong language when you're upset" bother some people more than others? What guidelines
could the team enact to ensure a balance between these different perspectives?
2. The team also disagreed about "avoiding someone when you're angry." Why do people see this issue
differently? What ground rules can the team agree upon?

Taking Action to Master Conflict
How does a team go about developing the ability and willingness to engage in healthy conflict? The first step is
acknowledging that conflict can be productive, and that many teams have a tendency to avoid it. As long as some
team members believe that conflict is undesirable and unnecessary, there is little chance that it will occur. Consider
the importance of engaging in conflict, outlined below, as you create an action plan.
A Team That Fears Conflict… A Team That Engages in Conflict…
• Has boring meetings
• Creates environments where personal attacks thrive
• Ignores controversial topics that are critical to team
success
• Fails to tap into all the opinions and perspectives of
team members
• Wastes time and energy with posturing and
interpersonal risk management
• Has lively, interesting meetings
• Extracts and exploits the ideas of all team
members
• Solves real problems quickly
• Minimizes politics
• Puts critical topics on the table for discussion
Action Plan
1. Based on the team survey (page 14), your team does a reasonable job at handling conflict, but there's still room
for improvement. What specific fears or behaviors are most likely preventing productive conflict?
2. What concrete benefits would the team see if it had healthy conflict more often?
The Connection to Commitment
By engaging in productive conflict and tapping into a variety of perspectives and opinions, team members can
confidently commit and buy in to a decision knowing that they have benefited from everyone’s ideas.

Achieving Commitment
What do we mean by commitment? In the context of a cohesive team, commitment is
• clarity around decisions
• moving forward with complete buy-in from every member of the team, even those who initially disagreed with
the decision
The bottom line is, if people don’t commit, they’re just half-heartedly going along with decisions. The two greatest
causes of a lack of commitment are the desire for consensus and the need for certainty, which are just not possible in
all situations. Great teams understand that they must be able to commit even when the outcome is uncertain and not
everyone initially agrees.
Team Survey Results
The following table reflects the team’s responses to the commitment-related questions from the team survey. The
bars to the right of the questions reflect the team’s average score on the five-point scale. The tables on pages 20 and
21 identify the distribution of responses within the team.
ALMOST
NEVER
1
RARELY
2
SOMETIMES
3
USUALLY
4
ALMOST
ALWAYS
5
The team is clear about its overall
direction and priorities.
Team members end discussions
with clear and specific resolutions
and calls to action.
Team members leave meetings
confident that everyone is
committed to the decisions that
were agreed upon.
Team members support group
decisions even if they initially
disagree.
Your Team’s Survey Results for Commitment: 3.40 = MEDIUM
3.2
3.6
3.6
3.2

Commitment with Clarity
The team is clear about its overall direction and priorities.
0 1 2 2 0
Team members will be unlikely to commit to decisions that seem
vague or incomplete. After all, how can you really commit if
you’re not sure what you’re committing to? There is
disagreement among your team members about whether the
team is clear about its direction and priorities. Maybe the team
doesn’t regularly check to ensure that everyone is on the same
page, or perhaps some team members confuse individual and
team priorities. Taking the time to check for clarity can lead to a
team that commits to decisions and moves forward with
confidence.
Team members end meetings with clear and specific resolutions and calls to action.
0 0 2 3 0
At the end of every meeting, cohesive teams take a few minutes to ensure that everyone sitting at the table is walking
away with the same understanding about what has been agreed to. It appears that team members leave meetings
with a clear understanding of the next steps most of the time. This means that there are also times when team
members may be confused. Making the effort to review commitments will likely lead to smoother and more
successful implementations of team decisions.
Kathryn, because you have an INTJ type, you seek insight, understanding, and comprehension, which leaves little
room for a lack of clarity. You prefer to plan carefully, consider all the contingencies, and prepare backup plans.
Without clarity, you may find it impossible to do that. In fact, you may expect a greater level of clarity than others
because to you, no detail is insignificant. Consider how you might be affected by the level of clarity in a situation:
• You prefer communication that is precise and to the point, and you are likely to notice inconsistencies,
contradictions, and shifts in position that lead to ambiguity.
• Though you may believe brief communication is more efficient, you may leave people in the dark from time to
time.
• You may, at times, assume that you are understood and become frustrated when people ask you to repeat
yourself.

Commitment with Buy-In
Team members leave meetings confident that everyone is committed to the decisions that
were agreed upon.
0 1 1 2 1
Great teams move forward with complete buy-in from every
member of the team. Members leave meetings confident that no
one is quietly harboring doubts about whether to support the
agreed-to actions. According to the assessment results,
members disagree about whether your team is able to achieve
this alignment. Perhaps some feel there isn’t enough debate
before finalizing decisions; whereas others may interpret a lack of
discussion as tacit agreement. Whatever the reason, a lack of
buy-in could make it difficult for members to fully embrace
decisions and plans.
Team members support group decisions even if they initially disagree.
0 1 2 2 0
Commitment does not mean consensus. It’s important to understand the danger of seeking consensus and find ways
to achieve buy-in even when complete agreement is impossible. Reasonable human beings do not need to get their
way in order to support a decision, but only need to know that their opinions have been heard and considered. There
are differing opinions about whether the team is able to gain this sort of support for team decisions. Some members
may think that the team is listening to everyone’s opinions, whereas others may feel that people are holding back or
aren’t truly committed. Remember, ensuring that everyone feels heard is key to obtaining commitment.
Kathryn, your INTJ type leads you to buy in to what seems logical and reasonable. Though you’re open to new
ideas, you expect them to be backed up by a strong rationale. Because you’re inclined to think of contingencies and
possible outcomes of a decision, you’re likely to get down in the weeds and start splitting hairs. Others may become
impatient with this process, however. Consider the conditions you might need to buy in to decisions:
• Consider that, while you prefer logic and reasoning, others may be more driven by their intuition and values
when buying in to a decision.
• You may feel that you need to plan carefully before proceeding, but some of your teammates may prefer to
jump in with very little advanced planning.
• Your natural skepticism and need to understand the “why” of decisions may be perceived as a personal affront
to those in authority.

Achieving Commitment
Why don’t our team members commit?
As part of the assessment, you and your team members also had an opportunity to identify reasons that could be
contributing to a lack of commitment. The number of people (out of 5) who selected each explanation appears next to
the corresponding bar below. Note: You had the option to select all that apply.
I sometimes don’t buy in to the team’s decisions because:
We are not clear about the
priorities
3 people
Decisions are counter to
my personal goals
3 people
I don’t trust my team to
follow through
2 people
I don’t have all of the
information
1 person
There is not enough time
during meetings
0 people
1. Based on your team's responses above, some members of the team seem to believe the team is not clear
about its priorities. How can the team do a better job at clarifying its priorities?
2. Commitment may also suffer because team decisions sometimes conflict with personal goals. How often do
people speak up when they encounter this issue? How can the team do a better job at discussing this conflict
of interest when it comes up?

Taking Action to Achieve Commitment
One of the greatest consequences for a team that does not commit to decisions is unresolvable discord. When a
team fails to achieve buy-in from all team members, even if the disparities that exist seem relatively small, there will be
a clash of priorities. And small gaps can become major disagreements. Consider the importance of commitment,
outlined below, as you create an action plan.
A Team That Fails to Commit… A Team That Commits…
• Creates ambiguity among the team members
about direction and priorities
• Misses opportunities due to excessive analysis
and unnecessary delay
• Breeds lack of confidence and fear of failure
• Revisits discussions and decisions again and
again
• Encourages second-guessing among team
members
• Creates clarity around direction and priorities
• Aligns the entire team around common
objectives
• Develops an ability to learn from mistakes
• Moves forward without hesitation
• Changes direction without hesitation or guilt
Action Plan
1. Based on the team survey (page 19), the overall level of buy-in on the team is fairly good but could stand to be
improved. What three changes could increase the commitment on the team to an even higher level?
2. The team survey also suggests that your group has a moderate level of clarity around its decisions. Describe the
areas that are currently unclear. List specific ways that clarity can be achieved.
The Connection to Accountability
If everyone is clearly committed to the team’s priorities, they will be more willing to hold one another accountable.

Embracing Accountability
Accountability has become a buzzword—so overused and with so many different interpretations that it has lost much
of its meaning. In the context of teamwork, however, accountability is
The willingness of team members to call their peers on performance or behaviors that might hurt the team
The usual source of dysfunction in this area is the unwillingness of team members to tolerate the interpersonal
discomfort that accompanies calling out a peer on his or her behavior. This includes the more general tendency to
avoid difficult conversations. Functional teams overcome these natural inclinations, opting instead to “enter the
danger” with one another.
Team Survey Results
The following table reflects the team’s responses to the accountability-related questions from the team survey. The
bars to the right of the questions reflect the team’s average score on the five-point scale. The tables on pages 25-28
identify the distribution of responses within the team.
ALMOST
NEVER
1
RARELY
2
SOMETIMES
3
USUALLY
4
ALMOST
ALWAYS
5
Team members offer unprovoked,
constructive feedback to one
another.
The team ensures that members
feel pressure from their peers and
the expectation to perform.
Team members confront peers
about problems in their respective
areas of responsibility.
Team members question one
another about their current
approaches and methods.
Your Team’s Survey Results for Accountability: 2.35 = LOW
3.2
2.4
1.8
2.0

Your Team and Accountability
Team members offer unprovoked, constructive feedback to one another.
1 3 1 0 0
Great teams are able to call out members’ poor performance or
unproductive behaviors. However, your team may have trouble in this
area. Even team members who are particularly close to one another
may hesitate to call one another out precisely because they fear
jeopardizing that relationship. Ironically, this only causes relationships
to deteriorate. The willingness to hold one another accountable in a
constructive way is key to developing cohesiveness and can help a
team avoid far more costly and difficult situations later.
What does it look like when team members . . .
DON’T call out poor performance: DO call out poor performance:
• Team members lack confidence and are
paranoid about what others may not be saying.
• People feel a sense of unfairness when others
perform at a subpar level.
• Passive-aggressive approaches start to thrive.
• People know what others think so they don’t have
to waste time and energy wondering.
• Team members own their shortcomings and accept
suggestions.
• There is an increased sense of being part of a team.
Kathryn, because you tend to be so self-critical, you probably know your “errors” and shortcomings. As a result, you
are probably quite open to criticism as long as it is impersonal and to the point. You have a need for achievement
and you’re likely to be more receptive to any critique that recognizes that trait. You don’t require much praise and
may not recognize that others do. In fact, your cool and logical approach to feedback, which may be great for other
INTJs, may feel too impersonal to others.

The team ensures that members feel pressure from their peers and the expectation to
perform.
2 2 1 0 0
More than any policy or system, there is nothing like the fear of letting
down respected teammates that motivates people to improve their
performance. However, your team members don’t seem comfortable
applying appropriate pressure to each other. Perhaps people don’t
think it’s right to push their peers, or maybe they’re afraid that this
sort of pressure will create unhealthy conflict. Nonetheless, peer
pressure is a highly effective and efficient means of maintaining high
standards on a team.
DON’T apply peer pressure: DO apply peer pressure:
• Outside management or motivation may be
needed to reach set goals.
• People aren’t concerned with how their behavior
affects their team members.
• Resentment builds.
• Team members feel trusted and respected by their
peers.
• There is an extra prompt to get work done on time.
• People feel a responsibility to get things done right.
Kathryn, your INTJ type suggests that you probably feel as much or more pressure to perform from yourself as from
your peers. You have high and rising standards and may push yourself and others too much. If you feel that people
are not living up to your standards, you may become detached and aloof. From time to time, you may need to
evaluate whether your expectations are realistic.

Team members confront peers about problems in their respective areas of responsibility.
1 2 1 1 0
On effective teams, members are able to confront one another when
things aren’t going well. Most of your team agrees that members
seem unwilling to challenge one another about what’s being done,
how time is spent, and whether enough progress is being made. It
can be hard to hold people accountable when they are intimidating,
defensive, or even overly accommodating. However, making the
effort to confront issues head on will allow the team to more easily
identify and resolve problems before they get out of hand.
DON’T challenge one another: DO challenge one another:
• There is limited understanding and interest in
what other team members are doing.
• There are misconceptions among team
members, causing an overall sense of
disjointedness.
• People feel comfortable doing subpar work,
knowing they won’t be confronted.
• People have a better understanding and
appreciation for one another’s roles.
• People continually check in with one another,
ensuring they’re on the same page.
• Better ideas emerge.
Like others with your INTJ type, Kathryn, you may get impatient with errors. Though you would likely prefer people
to approach you in a calm and rational manner, others may prefer a personal touch. You might even consider
starting with some words of praise before addressing the problem. That would go a long way with anyone, no
matter the type. Because some people may see your reserve as making you unapproachable, you may need to
actively seek feedback and let people know their input is welcome.

Team members question one another about their current approaches and methods.
0 1 2 2 0
When team members know that their colleagues are truly committed
to a common goal, they can question one another without fearing
defensiveness or backlash. After all, they’re merely helping someone
get back on track or seeking clarity about something that doesn’t
seem right. Members of your team had varying responses to this
issue. It may be that some members regularly question others and
assume that everyone does this; whereas some people may never be
put on the spot. Learning to hold each other accountable will benefit
the team, allowing higher levels of respect and productivity.
DON’T question one another: DO question one another:
• Mistakes are made.
• Team members aren’t clear about one another’s
roles and responsibilities, leading to
misunderstandings.
• Team members fear stepping on one another’s
toes.
• Team members understand how everything fits
together.
• People are prepared to answer inquiries.
• Team members are able to adjust their behavior
accordingly.
Kathryn, since you have an INTJ type, you have a healthy sense of skepticism, and you’re likely to challenge your
teammates’ approaches if they don’t seem logical, especially in the details. That being said, you’re likely very
pragmatic and won’t want to suspend decision-making too long to hash out the details. If someone can prove a
case through logic and reasoning, you’ll get on board happily. When giving feedback, though, don’t forget to add a
personal touch with co-workers who are not as focused on cold hard facts as you are.

Embracing Accountability
What are your team’s accountability needs?
As part of the assessment, you and your team members also had an opportunity to identify aspects of your team’s
practices that could use improvement—or areas where it would be possible and desirable to hold one another more
accountable. The number of people (out of 5) who selected each improvement appears in the corresponding box
below. Note: You had the option to select all that apply.
Our ability to hold one another accountable could improve if we challenged one another to:
4 0
Call one another on unproductive
behaviors
Spend more time together
3 0Give one another feedback Address missed deadlines immediately
2 0Have clearer priorities and goals Follow through on personal commitments
1 0
Review progress against goals during
team meetings
Be more direct
1 0
Have more efficient and productive
meetings
Publicly share goals
1. One of the most frequently selected areas in the table above is "call one another on unproductive behaviors."
What current problems are related to this issue? How comfortable are people challenging each other to do this
more often?
2. Another highly selected area is "give one another feedback." How would the team benefit if people challenged
each other to do this more often? How realistic is that goal for this team?

Taking Action to Hold One Another
Accountable
It must be clear to all team members that accountability is a shared team responsibility. As uncomfortable and difficult
as it can often be, accountability helps a team and an organization avoid far more costly and difficult situations later.
Consider the importance of accountability, outlined below, as you create an action plan.
A Team That Avoids Accountability… A Team That Embraces Accountability…
• Creates resentment among team members
who have different standards of performance
• Encourages mediocrity
• Misses deadlines and key deliverables
• Places an undue burden on the team leader
as the sole source of discipline
• Ensures that poor performers feel pressure to improve
• Identifies potential problems quickly by questioning
one another’s approaches without hesitation
• Establishes respect among team members who are
held to the same high standards
• Avoids excessive bureaucracy around performance
management and corrective action
Action Plan
1. Based on the team survey (page 24), it appears that accountability is difficult for this team right now. List
three obstacles that prevent team members from confronting one another and applying peer pressure. List
some specific benefits of engaging in these behaviors.
2. On the team survey (page 24), one of the areas where the group rated itself lowest is about applying peer
pressure to perform. List some reasons why applying peer pressure may be so difficult on your team. What
expectations or processes could your team put in place to make applying pressure feel less threatening or
intimidating?
The Connection to Results
Holding teammates accountable for their contributions and behaviors will keep the team focused on collective results,
rather than allowing attention to shift to other areas.

Focusing on Results
The ultimate goal of encouraging trust, productive conflict, commitment, and accountability is to achieve results. And
yet, as it turns out, one of the greatest challenges to team success is the inattention to results. In the context of a
cohesive team, results
• refer to the collective goals of the team
• are not limited to financial measures, but are more broadly related to expectations and outcome-based
performance
But what would a team be focused on other than results? Team status and individual status are the prime
candidates. A focus on team status occurs when merely being part of a group is satisfying enough, regardless of
results. Individual status refers to the familiar tendency of people to focus on enhancing their own positions or career
prospects at the expense of their team.
Team Survey Results
The following table reflects the team’s responses to the results-related questions from the team survey. The bars to
the right of the questions reflect the team’s average score on the five-point scale. The tables on page 32 identify the
ALMOST
NEVER
1
RARELY
2
SOMETIMES
3
USUALLY
4
ALMOST
ALWAYS
5
Team members value collective
success more than individual
achievement.
Team members willingly make
sacrifices in their areas for the
good of the team.
When the team fails to achieve
collective goals, each member
takes personal responsibility to
improve the team’s performance.
Team members are quick to point
out the contributions and
achievements of others.
Your Team’s Survey Results for Results: 3.20 = LOW
4.2
3.6
3.0
2.0

Your Team and Results
Team members value collective success more than individual achievement.
2 1 2 0 0
The members of your team seem to value personal achievement over group success. Though all human beings have
an innate tendency toward self-preservation, a functional team must make the collective results of the group more
important to each person than his or her own personal goals.
Team members willingly make sacrifices in their areas for the good of the team.
0 1 3 1 0
Sometimes this means making sacrifices to help others who might be struggling. Yet, it seems that some members of
your team may be so focused on their own responsibilities that they don’t make themselves available to assist their
teammates.
When the team fails to achieve collective goals, each member takes personal responsibility to improve
the team’s performance.
0 0 2 3 0
It appears that members of your team may not always take ownership of the team’s overall performance. When
something goes wrong, they may be tempted to assign blame or to feel that they are not personally responsible.
Team members are quick to point out the contributions and achievements of others.
0 0 1 2 2
Finally, a sense of camaraderie and team spirit can go a long way when it comes to results. Your team members
regularly acknowledge and congratulate one another for a job well done, providing a healthy reminder that you’re all
working toward the same collective goal.
With your INTJ type, Kathryn, you are likely very achievement oriented. Though you prefer to work independently,
you will gladly be a team player if you view that as most efficient. Because you mostly process internally, and you
tend to be very concise in your communication, you may sometimes be perceived as mysterious, and your
teammates may wonder if you’re working toward the common goal. Giving appreciation may be difficult for you, and
it may in fact embarrass you both to give and receive praise. That is not to say that you aren’t capable of cultivating
that skill.

Common Distractions
What is needed to focus on results?
Teams have difficulty staying focused on results because of self-interest and self-preservation. As part of the
assessment, you and your team members had an opportunity to identify what you believe might be a distraction from
results for the people on your team. The number of people (out of 5) who selected each distraction appears next to
the corresponding bar below. Note: You had the option to select all that apply.
Some distractions that keep us from focusing on results are:
More emphasis on
personal goals than team
goals
4 people
Lack of shared rewards 3 people
Emphasis on career status
or progression
3 people
Vague or shifting goals 1 person
Insufficient/ineffective
processes and structure
0 people
Lack of drive and urgency 0 people
1. On this team, it appears that personal goals may distract from team goals. Why is this the case? What will need
to happen before each person can prioritize the team's goals?
2. Looking at the graph above, a lack of shared rewards may keep the team from focusing on results. In your
group, what could "shared rewards" look like?

Taking Action to Achieve Results
There is no getting around the fact that the only measure of a great team is whether it accomplishes what it sets out
to accomplish. Great teams ensure that all members, in spite of their individual responsibilities and areas of expertise,
are doing whatever they can to help the team accomplish its goals. Consider the importance of focusing on collective
results, outlined below, as you create an action plan.
A Team That Is Not Focused on Results… A Team That Focuses on Results…
• Stagnates/fails to grow
• Rarely defeats competitors
• Loses achievement-oriented employees
• Encourages team members to focus on their
own careers and individual goals
• Is easily distracted
• Retains achievement-oriented employees
• Minimizes individualistic behavior
• Enjoys success and suffers failure acutely
• Benefits from individuals who subjugate their
own goals/interest for the good of the team
• Avoids distractions
Action Plan
1. One of the areas where your team rated itself lowest is "valuing collective success more than individual success."
Do team members call one another out when someone puts his or her personal needs above the team’s needs?
If not, what are some specific obstacles keeping them from doing so?
2. Your team also rated itself low on making sacrifices for the good of the team. To what degree do people feel that
sacrifices are appreciated? List some sacrifices that may help the team in the future.
Summary

Your Team’s Strengths
ALMOST
NEVER
1
RARELY
2
SOMETIMES
3
USUALLY
4
ALMOST
ALWAYS
5
From RESULTS
Team members are quick to point
out the contributions and
achievements of others.
From COMMITMENT
Team members leave meetings
confident that everyone is
committed to the decisions that
were agreed upon.
From CONFLICT
Team members voice their
opinions even at the risk of
causing disagreement.
Recognizing Your Team’s Strengths
Based on the assessment, your team members probably demonstrate many of the following strengths:
• Maintaining high team morale
• Creating a sense of camaraderie
• Having confidence in the team’s ability to act
• Making sure decisions are made so the group can keep moving
• A willingness to engage in productive conflict
• Openly debating important issues
1. An area that was higher for your team involves pointing out one another's contributions. What are the benefits of
this practice? For example, does it make the team more efficient? More productive?
2. Your team rated commitment to decisions as one of its highest areas. To what degree does this mean that
people feel that their opinions have been heard on a given topic?
3. One of your team's strengths is people's willingness to voice opinions even if it might cause disagreements. To
what degree does this come naturally to the team, versus requiring conscious effort?
3.6
3.6
4.2

Overcoming Your Team’s Challenges
ALMOST
NEVER
1
RARELY
2
SOMETIMES
3
USUALLY
4
ALMOST
ALWAYS
5
From ACCOUNTABILITY
The team ensures that members
feel pressure from their peers and
the expectation to perform.
From RESULTS
Team members value collective
success more than individual
achievement.
From ACCOUNTABILITY
Team members offer unprovoked,
constructive feedback to one
another.
Recognizing Your Team’s Challenges
Based on the assessment, your team members probably experience many of the following challenges:
• Inconsistent or unclear performance expectations
• Lack of shared ownership for success
• Personal ambitions interfering with team decision making
• Putting individual accomplishments ahead of team results
• Fear that direct feedback may jeopardize relationships
• Reluctance to offer honest input
1. One of the statements that your group rated lowest is about setting high expectations for each other. Why is it
worth spending time to improve in this area? What two changes would make the biggest difference with this
issue?
2. Your group also gave lower ratings when asked about valuing collective success. What is holding the team back
in this area? What will it take to improve the ratings you would give your team?
3. As shown above, the group may also have an opportunity to grow when it comes to giving constructive feedback.
How would improving in this area help the team? How can you make that improvement happen?
2.0
2.0
1.8

Appendix: The 16 Types and Your Team
ESTP ESTJ ESFP ESFJ
EXPEDITOR IMPLEMENTOR MOTIVATOR PROVIDER
Rides with the tide; An
adaptable realist; Makes
the most of every situation;
Highly observant; Fun
loving.
Practical and realistic; A
natural in business and
mechanics; Likes to run
things; Gets things done;
Has no time to waste.
A hands-on operator; Able
to “smell the roses”; A
natural negotiator; Life of
the party, a lot of fun;
Exciting company.
Warm-hearted; Active
committee member;
Sociable; Strong value
systems; Always doing
something nice for others.
JR
ISTP ISTJ ISFP ISFJ
OPERATOR PLANNER COMPOSER PROTECTOR
Quiet and reserved; Cool
observer of life; Usually
interested in the how and
why of things; Does not
waste personal energy.
Serious and quiet; A “no-
nonsense” person; Task-
oriented; Responsible and
trustworthy; Will see the job
through to the end.
Quietly friendly and warm;
Modest about his or her
abilities; A loyal follower;
Guided by values; A free
spirit.
Quiet and conscientious; A
loyal and devoted worker;
A sympathetic listener; A
very dependable person; A
real team player.
CA
ENTP ENTJ ENFP ENFJ
INVENTOR MOBILIZER ADVOCATE MENTOR
A creative thinker;
Stimulating company; Alert
and outspoken; Argues on
both sides of an issue;
Confident of abilities.
Frank and decisive; A
natural leader who thinks
on his or her feet; Exudes
confidence; Is well-
informed.
Warm and enthusiastic;
Charming and interesting;
People oriented; Knows
everyone and all that’s
going on; Can-do attitude.
A natural communicator;
Warmly enthusiastic;
Popular and sociable;
Charismatic charm;
Responsive, responsible.
MB
INTP INTJ INFP INFJ
DESIGNER STRATEGIST HARMONIZER DEVELOPER
Reserved and objective;
Focused on ideas; Skilled
w/hairsplitting logic; Enjoys
theoretical/scientific topics;
Strongly defined interests.
An original thinker; Single-
minded concentration; A
naturally high achiever;
Interested and innovative;
Unimpressed w/authority.
A peacekeeper;
Undertakes a great deal;
Absorbed in projects;
Deeply caring; Idea
oriented.
Quietly forceful; Concerned
for others; Serves the
common good; Puts best
effort into work; Single-
minded concentration.
JS KP

Five Behaviors All Types Sample Report

More Related Content

What's hot (20)

Similar to Five Behaviors All Types Sample Report (20)

Recently uploaded (20)

Five Behaviors All Types Sample Report