I bought this book titled “The Five Dysfunctions of a Team” by Patrick Lencioni on Saturday. It was an extremely light book to read and I completed it within 3 hours. The book is written as a leadership fable, which means it is in a story form and easy to digest. The story follows how a new CEO observed how dysfunctional her team was and set out to change things. Naturally, at the end of the story, all was well.
But I am writing because the story seemed to reflect the way my workplace is now. Not the dysfunctional part, but the things that we do or are told to do are similar to what the CEO does to build her team. This means that my workplace had it all thought out and provided the resources and efforts required to make us less dysfunctional. So much so that if we are still dysfunctional, it would be our fault and not the organisation’s. And if you know where I work for, you would understand that there are many complaints about it. However, my opinion is that it is the people that made it this way and if we want to change the organisation, we should change from within.
The story starts off with a series of retreats being planned where they discuss personality types. In the fable, the Myers-Briggs personality model was discussed. People talk about one another’s personality and how they would like to be treated. Drawing a parallel to my workplace, we had sessions called the Command Effectiveness Programme where the boss bring us all together to chart the way ahead for the next year. In this programme, we go through a personality “test” called the Tetra Elements. Briefly speaking, the test groups us into one of the four elements and each elements have some specific personality and character. Each element have a special way of doing things and a preferred way of being approached. That the reactions you get from your colleagues are based on their personality and not what you think by standing in your own shoes.
I won’t go into detail of what the five dysfunctions are, but I will briefly talk about the few which had impacted me.
The first is “Absence of Trust”. Trust does not mean the belief that your colleague will do the things he need to do. Trust is a little less straightforward in this example, but what it means is that you do not feel comfortable enough to have constructive criticism and discussions with one another. Meetings are spent feeling bored because people keep to themselves. They do not trust each other well enough to voice out; nor do they trust each other well enough to know it will be appreciated or taken the right way.
When I first read the “Absence of Trust” chapter, I thought that it was quite an easy dysfunction and that it does not happen in the workplace. But upon further thought, this is the bedrock of how we have been conducting ourselves for the longest time. Most teams we form do not have “trust” in them. People still feel guarded and do not contribute. I reckon part of it is due to our Asian values and the other part is the structure; the rank that tells you he is your boss and hence he knows best.
As leaders we need to foster “trust”, but it is not an easy task. We need to build the culture and show that it is alright to have constructive criticism. That no criticism only leads to failure and not team success.
The next and final dysfunction that impacted me the most is “Absence of Accountability”. Without trust, we don’t criticise. We don’t exert accountability on people and make them responsible for their actions. This “Absence of Accountability” can happen because of two reasons. First, the person is someone you didn’t want to bother about. You do not feel close to the person to want to hold him accountable. You might be afraid that he will lash out and conflict will arise.
Secondly, it can happen because the person is someone who had contributed a lot but had that one little time where he didn’t perform well, but nobody held him accountable. It is difficult to criticise someone who had put their heart and soul into something. But if you do not hold him accountable for his misgivings, he might not be able to learn and overcome this weakness of his. It doesn’t matter what type of person he is; we have to hold everyone accountable. Thing is, to do it in a respectful way.
I am quite glad that I can rattle off 2 out of 5 dysfunctions easily to a certain depth. It might mean that I have slightly internalised the lessons. With the lessons on the five dysfunctions, I will try to build a team who will work for one another and bring us into greater heights.