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5 dysfunctions of a Team (pyramid icon) - Coggle Diagram

- - - - she had an amazing gift for building teams
      - successfull she had become with such relatively modest training
      - old school blue collarish executive
      - no real hightech experience
      - 57 yeras old: didn't seem to fit the company culture
  - - - muted level of commitment
      - no sense of unity
      - unexpected executive company leaves
      - critical deadlines started to slip
  - - - no one ever seemed to argue
      - decisions never seemed to get made
      - discussions were slow and uninteresting
      - they seemed like weel intentioned and reasonable people when considered individually
    - - Jeff . Former CEO
        
        good networking such as venture capital and recruiting, but bad management
        
        preparing the ful agenda before each meetings
        
        relieved of his management responsabilities
      - Mikey . marketing
        
        she talks more than the others
        
        often she complains how the other companies she wroked for did everuthing better than the current company
      - Martin . CTO
        
        he rarely participa meetings, so he don't disrupt meetings
        
        he always has his laptop open
      - JR . Sales
        
        never rude, always agreed to do whatever the staff asked of him
        
        he rarely follow through
      - Carlos . Customer support
        
        spokes very little but whenever he did he had something important and costructive to say
        
        trustworthy member
      - Jan . CFinancialO
        
        a stickler for details
        
        treated the mony of the company as though they are her own
      - Nick . COperatingO
        
        the most impressive on papers
        
        he has such title only because he demand a COO title as a condition
        
        most of his responsabilities were on hold
  - - - no respect
      - not willing to open up to colleges
      - extremely distracting and demotivating impact on all of the team members
- - - - explicit strengths and weaknesses in terms of their contribution to tech decisions success or failures
        
        reactions
        
        focusing energies and attention completely on the job at hand, rather than on being strategically disingenuous or political with one another
    - - personal histories exercise: having team members answer a short list of questions about themselves to encourage greater empathy
      - team effectiveness exercise: requires team members to identify the single most important contribution made to the team as well as the one area that they must either improve upon or eliminate for the good of the team
      - personality and behavioral preference profiles: descriptions of various team members according to the diverse way that they think, speak and act to better understand and empathize with one another
      - 360° feedback: making specific judgments and provide one another with constructive criticism; it is riskier than the other tools
      - Experiential team exercises: team activities, better if rigorous and creative outdoor activities
    - - demostrating vulnerabilities first: it could risk losing face in front of the team
      - creating an environment that does not punish vulnerabilities
- - - - sport metaphor: great athletes' egos are tied to a clear result: winning
- - - - they have tensions: passive, sarcastic comments are not the kind of conflict I'm talking about
      - they're preserving a sense of artificial harmony
  - - - terrific if everyone agree on something quickly and naturally
      - otherwise it becames an attempt to please everyone
      - some teams get paralyzed by their need for complete agreement and their inability to move behind debates
- - - - that's why conflict is so important
- - - - primary goal: identify key customers
        
        key drivers
        
        product demostration
        
        competitive analysis
        
        sales training
        
        product brochures
    - - the executive should be the first one, cause otherwise, we are not putting team results ahead of individual issues
    - - they have a pretty big eng organization (a third of the company)
        
        using more resources in sales, marketing and consulting
        
        solution: cutting one future product line entirely + delaying another for at least six months, then redeploying the eng from those projects and training them to assist sales and reps with product demostrations