Face 2 Face Communications and Training

Issue 110

May 2005

Go Team, Go!

Working as part of a team is conceptually a simple, natural occurrence. We are--most of us--born into a team (family), learn in a team (classroom), so it seems it would follow that we could work in team.

Yet, that has not been my experience--personally or professionally. Unfortunately, for those of us who believe in the concept of teams, most people today thrive in an environment that embraces individuality and autonomy.

Now, I am not saying that individuality is a negative--quite the contrary. Somehow though, we have dismissed the notion that one can be an individual and part of a productive team. Individuality is not lost when you are part of another whole (team), instead it is enhanced. Skills are honed that benefit the individual and the team.

My professional and personal observations confirm Lencioni's (see article at right) dysfunctions. Of all the necessary components within a team the most important is trust. Trust can be likened to an axis up which the other functions (or dysfunctions) of a team rotate. It is so central to the functioning of a team that the article below focuses solely on it's role.

Leaders, supervisors, and managers are responsible for setting the environment in which trust, conflict, commitment, and accountability ultimately lead to desired results. It is natural to blame the team (as a whole) or its individual members for an unproductive effort, but the leader ultimately sets the tone for all progress of the team; and ultimately bears its successes and failures.

Great, you say...but how. Here a few things I've found to be effective:

Take your team on an offsite retreat (at least once a year) and share personal information to grow trust
Encourage healthy conflict by welcoming and discussing dissenting opinions in all areas
Discover every team member's strengths and weaknesses and have them share them with the team
Recap every meeting with a 5-minute flip-charting of action items and assign responsibilities and due date

As you grow your team you will notice some immediate results, but the real test is long-term results. Be careful to initiate a group practice and then switch back to the "old way" too quickly. Change is a process and it takes time to create a new way of thinking for people. So, be patient, work hard at the values you want to instill, and be diligent in your efforts. Then you will see your team go, Go, GO!

Just Trust Me...

I've heard it said that "if you trust someone they can tell you almost anything and you will believe them; but, if you don't trust someone they can tell you almost anything and you won't believe them." There must be a lot of disbelief out there, because I'm finding that people aren't too trusting of their coworkers (superiors, subordinates, and peers).

Why is trusting so difficult. Experts say people are less likely to trust others if they have been (or think they have been):

Lied to;
Belittled by comments or gossip;
Ignored; or
Victimized.

Interestingly, most of us have experienced these things in the workplace--either directly, by observation, or have been aware of their presence.

As a team member, if you cannot trust others you will be ineffective. As a team leader you will not be able to secure commitment or accountability from team members if you cannot trust them. Without commitment and accountability you have no shot at results.

So, how do you allow yourself to trust again when you've been hurt so many times before? I don't know the answer for each of you, but I do know the answer for myself. It's the realization that without trust I will be ineffective. Trusting again means I will probably get hurt again (by those lies, belittling comments, or worse). For me, the cost benefit analysis comes out in favor of trust (most of the time)--the cost of doubt and skepticism is too high--both personally and professionally--Trust Me!

Overcoming the Five Dysfunctions of a Team

by Patrick Lencioni

This "field guide" to team building is a wonderful way to diagnose team dysfunction and begin strengthening the team.

The dysfunctions as coined by Lencioni are:

absence of trust
fear of conflict
lack of commitment
avoidance of accountability
inattention to results

If your team suffers from any of these--or if you even suspect it does--pick up this guide and begin to work toward a healthy team environment.

Lencioni has a wonderful way of weaving stories with sound business advice. His counsel is common sense; making it easy to apply.

This guide is ready-made; just add a facilitator and you will be ready to grow.

CONNECT & GROW is an interactive newsletter for business professionals who believe in commitment and passion in their professional and personal lives.

If you found something of interest in this newsletter, please forward it (in its entirety, please) to a friend or colleague.

The focus of CONNECT & GROW is to provide brief insights into the world of interpersonal business communication. It is edited by Gail Johnson, founder of Face to Face Communications and Training. For more information, a complementary consultation, or initial training assessment email Gail or visit our website

Emotional Intelligence

[This section of the newsletter contains stories or quips from you--our readers. Send your submissions to cs@face2facetraining.com]

Recently, while getting ready to present our new program on Emotional Intelligence in a school district my college "E" (emotion) was in the restroom preparing to make her entrance. While she was standing there, an administrator came in to use the toilet. Upon leaving the bathroom stall the administrator said, "Are you part of the program today?"

"Yes," said "E."

Relieved the administrator said, "Oh, thank goodness. For a minute I thought you were a homeless person and I wasn't sure what to do!"

My take on this dialogue: interesting, isn't it, that "Emotion" can look like a homeless person? Just goes to show you that our emotions can be messy.