Diagnosing and Curing the Dysfunctional Team
Frank Manfre | August 3, 2015
In my last two blog posts, I addressed two of five dysfunctions of a team: the first, an absence of trust, and the second, fear of conflict. Now let’s explore the other three dysfunctions many teams suffer: lack of commitment, denying accountability, and inattention to results.
Dysfunction #1: Lack of Commitment
A team that fails to commit:
• creates ambiguity among the team about direction and priorities.
• breeds lack of confidence and fear of failure.
• revisits discussions and decisions again and again.
• encourages second-guessing among team members.
Dysfunction #2: Denying Accountability
A team that avoids accountability:
• places an undue burden on the team leader as the sole source of discipline.
• creates resentment among team members who have different standards for performance.
• encourages mediocrity, and pushes top performers to leave for higher functioning teams.
• misses deadlines and key deliverables.
Dysfunction #3: Inattention to Results
A team that’s not focused on results:
• stagnates and fails to grow.
• rarely defeats competitors.
• loses achievement-oriented employees.
• encourages team members to focus on their own careers and individual goals.
• is easily distracted.
Dysfunctional to Functional
Implementing a positive approach to team building is vital to establishing a productive staff and work environment. By creating an environment of trust and open dialogue, you will encourage your staff to freely and comfortably communicate ideas and engage in unfiltered, healthy conflict. Navigate these discussions by setting and committing to decisions and plans of action.
To ensure accountability:
• insist on 100% clarity.
• secure 100% agreement.
• track and post results.
• leaders should coach, mentor, train, and support your team members.
• reward success.
It is important to focus on the achievement of collective results (ie, what benefits the TEAM vs. what benefits me) and to hold your team accountable for delivering against those plans.
About the Author
Frank Manfre, BS is the key account manager for Ivoclar Vivadent based in Atlanta. He has over 12 years of experience in the dental market and has worked as an executive in both profit and non-profit corporations. He serves as a business coach and consultant, with focus on building effective teams, leadership development, strategic planning, and business development. He serves on the board for the Georgia Dental Laboratory Association and is a regular contributor to the business management sections of the Journal of Dental Technology and Inside Dental Technology. He may reached at frank.manfre@ivoclarvivadent.com.
