TEAM DYNAMICS
Overcoming the Five Frustrations
of Leading a Team
Many articles and books have described the characteristics of an ideal staff team. Whether these teams have been called “High Performance Teams”, “Self-directed Teams”, “Great Groups”, or “Effective Teams”, they all share five common characteristics that make them outstanding.
Members of ideal staff teams:
- Cooperate with each other, trust one another, willingly admit their mistakes, and share responsibility well
- Communicate well, readily resolve conflicts and contribute their ideas to the team,
- Sincerely commit to each other and the practice objectives,
- Are accountable to each other and the practice for their commitments and performance, and,
- Always focus on achieving significant improvements for the practice.
Each characteristic is unsustainable without the previous quality. Without trust & cooperation, we have poor communications and conflict. With conflict, we can’t get commitment. Without commitment, there is no accountability; and without accountability, we can’t consistently achieve the results we want for our practice. (Patrick Lencioni)
So, instead of seeing each staff problem as unique, we should view each behavior as interfering with one of the five characteristics that we’re trying to achieve. Once classified, we can then implement the ways to resolve the issue.
#1. Absence of Cooperation
Teams must first trust one another's good intentions before they can begin to cooperate. Otherwise, the staff are defensive, blame each other for problems in the office, and are afraid to admit their mistakes for fear of criticism.
#1. Absence of Cooperation
Undesirable Characteristics
- Conceals weaknesses & mistakes (is defensive)
- Hesitates to ask for help or feedback
- Doesn’t share responsibility well with others
- Doesn’t appreciate the contribution of others
- Jumps to conclusions about others
- Dreads attending meetings
What we ultimately want
- Be open with others about our own weaknesses, mistakes, fears, and behaviors, trusting that others will be understanding and supportive
- To trust & appreciate one another so that we can work cooperatively towards a common goal
- Be willing offer and accept apologies, giving others the benefit of doubt, believing that everyone has good intentions
Top 3 suggestions
- Hire a facilitator to teach conflict resolution & communication skills
- Develop a “Code of Conduct” for the office on how we treat each other, insisting on “courtesy & respect” & mutual support. (The leader has to set the example)
- Begin cross training staff so they understand and appreciate the each other’s contribution to the practice and learn how they may support each other better
#2. Failure of Communication
Next, teams have to learn to respectfully disagree with one another - all in the spirit of finding the best answers, discovering the truth, and making great decisions for the practice. They have to learn how to discuss the issues confronting the practice without blaming each other for the problem.
#2. Failure of Communication
Undesirable Characteristics
- Engages in personal attacks
- Doesn’t contribute to discussions at meetings
- Blames others for problems in the practice
- Often becomes upset with other staff and gossips about them
- Fails to solicit the opinion of others
- Neglects to bring up critical problems/issues
What we ultimately want
- Everyone treating everyone else with “courtesy and respect”
- Centering all conversations and discussions on finding solutions rather than blaming someone when a problem arises
- Having lively meetings in which everyone’s opinion is elicited and respected, decisions are made, and solutions are found & implemented.
Top 3 suggestions
- Conform our behavior to how we want our staff to behave so that we have the “moral authority” to address behavioral issues with them.
- Consistently enforce the “Code of Conduct” by not tolerating or ignoring any violations, and privately addressing any issues using the model from the book, Crucial Accountability.
- Encourage participation in meetings by soliciting feedback and setting the ground rules for respectful discussions which only seeks solutions to problems, rather than blaming someone for them.
#3. Lack of Commitment
With trust and good communications, the staff may be harmonious, but still may not be fully committed to the changes that the Practice needs. Commitment requires that everyone's ideas and opinions are considered and that there is a clear understanding of what was decided.
#3. Lack of Commitment
Undesirable Characteristics
- Values their personal needs more than the needs of the team
- Is uncertain about priorities
- Complains about problems/issues without offering a solution
- Overanalyzes problems & procrastinates
- Delays changing direction when needed & Is hesitant about new opportunities
- Is resistant to changes that would disrupt their routine
What we ultimately want
- Everyone is willing to Identify needed improvements & relentlessly seek to make changes that will benefit the practice
- Ensure that all opinions & ideas are considered so that everyone can commit to the decision
- Values commitment to the team so highly that, even though some may disagree with the decision, they are willing to commit all their effort to make the project successful
Top 3 suggestions
- Articulate the practice’s #1 improvement priority, it’s Next Greatest Challenge, and relate it to how it personally affects each of them
- Conduct regular meetings focused on this specific improvement to the practice, ensuring that everyone’s opinion is expressed and considered
- Value and act upon suggestions made by staff to encourage future involvement
#4. Avoidance of Accountability
Accountability is sustained commitment. Each member must be willing to follow through on what they said they would do. Also, team members don't hesitate to hold each other accountable for the team's decisions and standards of performance.
#4. Avoidance of Accountability
Undesirable Characteristics
- Does not follow up on assignments and responsibilities
- Misses deadlines
- Tolerates mediocrity
- Makes the leader address all problems/issues in the practice
- Is resentful when members have different standards of performance
What we ultimately want
- Be willing to confront difficult issues & decisions
- Maintain high standards of performance and accountability, insisting that everyone keep their promises and commitments
- Everyone is willing to hold one another accountable for adhering to the decisions and standards of the practice
Top 3 suggestions
- Conclude all meetings by reviewing all decisions made, clarifying what was decided, distributing assignments to all staff & recording those commitments for follow-up at the next meeting. Develop a consistent follow-up procedure to ensure that all assignments & commitments were completed on time
- Encourage all team members to diplomatically hold each other accountable when commitments are not being met
- Have an effective Staff Coaching Process (Performance Reviews)
#5. Inattention to Key Results
Attention to key results comes in two ways for teams. First, did they follow all the way to the end of what they set as their objective – did they quit short of our goal? Second, are they focused on not just getting things done, but rather on getting the most important things done?
5. Inattention to Results
Undesirable Characteristics
- Focuses on minor problems
- Does not seek solutions to significant problems
- Fails to complete projects
- Fails to identify or pursue key practice objectives
What we ultimately want
- Set aside individual needs to focus almost exclusively on what’s best for the team & the practice
- Intensely focus on the most significant improvements for the practice and don’t stop until they are achieved completely
- Seek to constantly improve team performance & synergy, always seeking a better way
Top 3 suggestions
- Constantly focus on 1-2 projects that will have the greatest impact on the quality & viability of the practice right now, the “Next Greatest Challenge”.
- Develop systems and procedures that ensure excellent clinical results, a remarkable customer experience, great interpersonal relationships and sound financial management.
- Insist that all projects and objective s be completed fully & within a reasonable period of time
Overcoming the Five Frustrations of Leading a Team
Fortunately, teams that trust one another, engage in constructive discussions, commit to decisions, and hold one another accountable are very likely to set aside their individual needs and agendas and focus almost exclusively on what is best for the team and the practice.
