Book Review - “The Five Dysfunctions of a Team” by Patrick Lencioni

Corona forced us to work from home — not a problem for us at first, because before that we had often worked remotely, for example on the train on the way to our customers. With Microsoft Teams, SharePoint and Co., we were also always well equipped technically. From one day to the next, we sat at our kitchen tables and on balcony furniture instead of in a co-working space or in the ICE compartment. New Work was nothing new to us.

But we still felt the effects on the team, the spirit and the collaboration.

Because we too lacked direct contact, cross-shoulder views, joint exchange and creative idea pitching on site. In addition, reading gestures and facial expressions during the virtual meetings was restricted and we missed the joint after-work evenings. As a result, we promptly introduced Dailys, a regular daily appointment in which we briefly discuss topics that are directly relevant to work but also privately. Everyone received a “care package” with workshop material for the home office — static-adhesive flip chart films, markers, post-its and nerve nutrition 😉. We also organized virtual team events (Music bingo) and moved our BookCircle into virtual space.

It was only fitting that we selected the book “The Five Dysfunctions of a Team” together and decided to use it to question and optimize our ability to work in a team and to work together.

That is what the book is about

In “The Five Dysfunctions of a Team,” a classic from 2002, Lencioni identified common causes behind poor team and company performance:

1. Lack of trust: The fear of being vulnerable prevents team members from building trust with one another.
2. Fear of conflict: The desire to maintain artificial harmony stifles productive conflicts within the team.
3. Lack of commitment: The lack of clarity and/or lack of agreement prevents team members from making decisions that they stick to.
4. Avoiding accountability: The need to avoid interpersonal discomfort prevents team members from holding each other accountable for their behavior and performance.
5. Inattention to results: The quest for individual goals and personal status undermines the team's focus on collective success.

In doing so, the author supports his theoretical model of the five dysfunctions with a story about a fictional management team in a Silicon Valley startup.

Here is our personal impression in brief:

While the story seems very “American,” the dialogues are partly contrived and script-like, we have recognized many moments and situations from practice.

In return, the theory of the Five Dysfunctionalities was concise, clever and easy to understand. Particularly exciting: The signs of how to identify problems in a team, what they can be traced back to and what specific measures can be taken. Anyone who wants more information without reading the whole book is happy to have a look here past.

Good news: We're already doing a lot of things right at 55BirchStreet! And we are in the mood to strengthen and further expand what already exists.

Many of the signs shown of functioning teams feel completely natural to us, such as talking about private issues, acting as individual personalities in and for the team, or the need to make clear decisions and create liabilities. At the same time, it didn't hurt to make this so clear to us, to appreciate it and also to derive further measures that would enable us to grow both as a team and individually.

This gives us the feeling that we have a great, stable basis for venturing into professional and interpersonal conflicts in an attentive way. To be able to say very clearly when we've messed up, but also to be able to say very clearly when we find something really strong — and especially when we can give or receive feedback from the ranks on both sides in such a way that we come out with better results and stronger relationships.

Busy, busy — Taking time for such topics often falls behind.

It doesn't matter whether you're working from home or in the office, everyone has a lot to do, the to-do list is getting longer and you don't have time... But: Lencioni makes it clear with his story: It's important to take time for it! Because poor performance and lack of results conceal team problems more often than factual operational, technical issues.

It's not enough to just have the best, smartest, or most experienced people on board. But also that team members display critical team values and behaviors and push their ego and personal agenda aside.

The book also makes it clear that visionary but also sometimes courageous and consistent leadership is needed to build a well-functioning team or repair an ailing one. Among other things, it is important to remain consistent, even if it is unpleasant. Lencioni shows with the story: As a manager, it is not important to make waves on the very first day of work, but to observe and listen first.

We will look back on his findings and tips from time to time and question ourselves, because as Lencioni so beautifully puts it:

“Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.”

What do you think of the theory of the five dysfunctionalities?

We are looking forward to the exchange!

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