Ladění týmu – workshop
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This document provides an overview of a 2-day workshop on building a healthy and effective team. Day 1 focuses on evaluating the team, building trust through exercises, managing conflicts, and providing feedback. Day 2 focuses on achieving commitment, accepting responsibility, focusing on results, and concluding the workshop. The document also summarizes Patrick Lencioni's five dysfunctions of a team and provides tips for overcoming each dysfunction.
Ladění týmu – workshop
- 1. Budování zdravého a výkonného týmu > company > date
- 2. PROGRAM WORKSHOPU Den 1 Modul 1 / Intro 30 min / 9.00 úvod leadera očekávání úvod do programu 2 dnů Modul 2 / Zhodnocení týmu 60 min / 9.30 silné a slabé stránky týmu skupina versus tým test dysfunkcí uzavření části Přestávka 15 min / 10.30 Modul 3 / Budování důvěry I 90 min / 10.45 představení tématu osobní manuál křivka života – cvičení Oběd 75 min / 12.15 Modul 3 / Budování důvěry II 60 min / 13.30 osobní manuál uzavření části Přestávka 15 min / 14.30 Modul 4 / Zvládání konfliktů 90 min / 14.45 představení tématu profilování konfliktů – cvičení normování konfliktů – cvičení uzavření části Zpětná vazba 15 min / 16.15 Uzavření prvního dne 16.30 Den 2 Modul 5 / Dosahování odhodlání 120 min / 9.00 představení tématu objasnění závazku a kaskádování komunikace tematický cíl – cvičení uzavření části Přestávka 15 min / 11.00 Modul 6 / Přijetí zodpovědnosti I 75 min / 11.15 představení tématu zvýšení efektivity týmu – cvičení Oběd 75 min / 12.30 Modul 6 / Přijetí zodpovědnosti II 45 min / 13.15 Diskuse o dosahování přijetí zodpovědnosti uzavření části Modul 7 / Zaměření se na výsledky 60 min / 14.00 představení tématu týmová výsledková tabule založení výsledkové tabule uzavření části přestávka 15 min / 15.00 Modul 8 / Uzavření workshopu 60 min / 15.15 Zhodnocení týmu Shrnutí nejdůležitějších bodů Dohoda o kaskádování informace Uzavření workshopu 16.15 MODULY ČAS MODULY ČAS
- 3. VZTAHY A TÝMY Zdraví a výkon v týmu: 5 dysfunkcí týmů Zdroj: Patrick Lencioni, The Five Dysfunction of a Team Lhostejnost k výsledkům Vyhýbání se zodpovědnosti Nedostatek odhodlání Strach z konfliktů Absence důvěry Dysfunkce #5: Nezájem o výsledky Symptom: Zaměření na vlastní status a ego Nástroje pro změnu: • Udržujte tým zaměřený na konkrétní cíle skupiny. • Odměny založené na týmových cílech a kolektivním úspěchu. Dysfunkce #4: Vyhýbání se zodpovědnosti Symptom: tolerance nízkých standardů Nástroje pro změnu: • Jasně komunikovány cíle a standardy chování. • Pravidelně diskutován výkon versus cíle a standardy chování. Dysfunkce #3: Absence odhodlání Symptom: nejednoznačnost v komunikaci a závazku Nástroje pro změnu: • Na konci každého setkání kontrola souladu všech členů v týmu. • Přijmout správnost teze – nesouhlasím, ale podřídím se – ujištění se, že všichni v týmu jsou oddáni i přes původní nesouhlas. Dysfunkce #2: Strach z konfliktů Symptom: Umělá harmonie Nástroje pro změnu: • Potvrzení, že konflikt je produktivní součástí meetingů. • Pochopení přirozených typů konfliktů jednotlivých členů v týmu a nastavení základních pravidel účasti v konfliktech. Dysfunkce #1: Nedostatek důvěry Symptom: Zaměření na vlastní status a ego Nástroje pro změnu: • Životní dráha. • Znalost silných a slabých stránek . • Investice do osobních i pracovních setkání.
- 4. THE INFINITE GAME Sustainability in business = Balance between performance / results and health / relationships.
- 6. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust THE FIVE DYSFUNCTIONS OF A TEAM Source: Patrick Lencioni, The Five Dysfunction of a Team
- 7. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust THE FIVE DYSFUNCTIONS OF A TEAM – ABSENCE OF TRUST Source: Patrick Lencioni, The Five Dysfunction of a Team
- 8. BUILDING TRUST AND OPENNESS The goal is not experience-based, but VULNERABILITY-based trust.
- 9. ABSENCE OF TRUST – SYMPTOMS For example, teams that have an absence of trust often exhibit the following behaviours . . . • Conceal their weaknesses and mistakes from one another. • Hesitate to ask for help or provide constructive feedback. • Don’t offer help to people outside of their own areas of responsibility. • Fail to recognize and tap into one another’s skills and experiences. • Hold grudges. • Find reasons to avoid spending time together.
- 10. KEY POINTS – BUILDING TRUST • Trust lies at the heart of a functioning, cohesive team. • Trust comes from the vulnerability of team members. • Such trust enables us to focus on the job at hand rather than on protecting ourselves. • Building trust takes time. • Like any good relationship, trust among team members must be maintained over time.
- 11. TIPS AND EXERCISES • Use a personality instrument (e.g. Myers-Briggs, DISC or Social Styles) to help team members understand one another’s. • Find opportunities to spend more time together, face-to-face. • Share personal histories with one another, your Owners Manual. • Implement the Team Effectiveness Exercise to provide a forum for quick and effective exchange of feedback. • Use sentences pointing to vulnerability like: I was wrong. I made a mistake. You was right. I need help, etc.
- 12. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust THE FIVE DYSFUNCTIONS OF A TEAM – FEAR OF CONFLICT Source: Patrick Lencioni, The Five Dysfunction of a Team
- 13. MASTERING CONFLICT If the executive team avoids conflict among themselves, it only moves them further into organization.
- 14. FEAR OF CONFLICT – SYMPTOMS Teams that fear conflict . . . • Have boring meetings • Create environments wherein back channel politics and personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into all the opinions and perspectives of team members • Waste time and energy with posturing and interpersonal risk management
- 15. KEY POINTS – MASTERING CONFLICT • Good conflict among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues. • Even among the best teams, conflict will at times be uncomfortable. • Conflict norms must be discussed and made clear among the team members. • The fear of occasional personal conflict should not deter a team from having regular, productive debate.
- 16. TIPS AND EXERCISES • Clearly set the expectation that conflict is both good and necessary for the team. • Establish team rules of engagement for acceptable conflict. • Improve the effectiveness of meetings, which is the most important setting where conflict must occur. • Ensure that someone on the team is mining for conflict. Look for hidden conflicts. • Discuss conflicts on a regular basis (part of the meetings agenda). • Look for answers in the conflict: "What does this teach us? Where can it take us? • Try to reach the ideal point in the conflict (What's right, not who's right).
- 17. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust THE FIVE DYSFUNCTIONS OF A TEAM – LACK OF COMMITMENT Source: Patrick Lencioni, The Five Dysfunction of a Team
- 18. ACHIEVING COMMITMENT It's not about WHO'S RIGHT. It's about WHAT'S BEST FOR THE RESULT OF THE TEAM.
- 19. LACK OF COMMITMENT – SYMPTOMS A team that fails to commit… • Creates ambiguity among the team members about direction and priorities • Watches windows of opportunity close 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
- 20. THEMATIC GOAL – MODEL Source: Patrick Lencioni, The Five Dysfunction of a Team
- 21. THEMATIC GOAL – MODEL Source: Patrick Lencioni, The Five Dysfunction of a Team
- 22. KEY POINTS – ACHIEVING COMMITMENT • Team members understand that they do not need to get their way to support a decision but only need to know their opinions have been heard and considered. • Teams with a high level of commitment can unite behind a decision even though there is no certainty that the decision is correct. • Commitment requires clarity and buy-in. • Clarity requires that teams avoid assumptions and ambiguity and that they end discussions with a clear understanding about what they’ve decided on. • Buy-in does not require consensus.
- 23. TIPS AND EXERCISES • Require clarity and closure, focusing on clear conclusions and outcomes. • Collectively set objectives and deadlines to remove any temptations around procrastination and waffling. • Summarise what has been agreed, write it down. • It is okay to disagree and comply (Accurate summary of key decisions). • Confirmation of commitment and dedication to the task. • Articulate the worst-case scenario to diminish fear of failure by realizing that even a poor decision is survivable.
- 24. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust THE FIVE DYSFUNCTIONS OF A TEAM – AVOIDANCE OF ACCOUNTABILITY Source: Patrick Lencioni, The Five Dysfunction of a Team
- 25. EMBRACING ACCOUNTABILITY Willingness of team members to NOTICE co-workers on behaviour or actions that are AGAINST the interests of the team.
- 26. AVOIDANCE OF ACCOUNTABILITY – SYMPTOMS Teams that do not hold one another accountable… • Create resentment among team members who have different standards of performance • Encourage mediocrity • Miss deadlines and key deliverables • Place an undue burden on the team leader as the sole source of discipline
- 27. KEY POINTS – EMBRACING ACCOUNTABILITY • Accountability on a strong team occurs directly among peers. • Peer pressure and the distaste of letting down a colleague will motivate a team player more than any fear of authoritative punishment or rebuke. • For a culture of accountability to thrive, team members (including the leader) must demonstrate a willingness to confront difficult issues.
- 28. TIPS AND EXERCISES • Have regular discussions as a team: • Which behaviours are the most empowering for our team? • Which behaviours should we reduce? • Which behaviours should we reinforce? • Identify and describe each other's strengths and weaknesses of team members. • Disclose goals and standards of behaviour. • Maintain the rhythm of meetings and check meeting priorities and milestones. • Everyone reports what they are working on, how they are performing and how plans to meet their responsibilities.
- 29. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust THE FIVE DYSFUNCTIONS OF A TEAM – INATTENTION TO RESULTS Source: Patrick Lencioni, The Five Dysfunction of a Team
- 30. FOCUSING ON RESULTS If the company rarely achieves its goals, it is not a GOOD TEAM!
- 31. INATTENTION TO RESULTS – SYMPTOMS When a team fails to focus on results, they… • Rarely defeat their competitors • Lose achievement-oriented employees • Encourage team members to focus on their own careers and individual goals • Become easily distracted • Stagnate and fail to grow
- 32. SPORTS SCOREBOARD Source: Patrick Lencioni, The Five Dysfunction of a Team
- 33. TEAMS SCOREBOARD Source: Patrick Lencioni, The Five Dysfunction of a Team
- 34. KEY POINTS – FOCUSING ON RESULTS • The true measure of a great team is that it accomplishes the results it sets out to achieve. • To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs. • To stay focused, teams must publicly clarify their desired results and keep them visible.
- 35. TIPS AND EXERCISES • Set clear goals and priorities (team and individuals). • Ensure public expression of commitment by members • to the team's goals. • Publicly communicate desired outcomes. • Ensure company-wide support to meet • company and team goals. • The best teams have priority status. • Implement dashboards. • Create a common rewards and compensation system. • Recognize team achievements.
- 36. „ Teamwork is not a skill, but a strategic decision and potentially – a competitive advantage. – Patrick Lencioni bestsellers author –
- 37. PATRICK LENCIONI
- 38. Lenka Čápová Partner & Change Facilitator Petr Hovorka Partner & Team Coordinator