But before you start judging the poor guy, just know that the person he chose had great team-building skills… and you know, sometimes that’s enough to keep the company afloat. If a team has lost sight of the need for achievement, the business ultimately suffers.What would you call a person who tries to save a Silicon Valley company from collapse, giving the boss’s position to an old-school, blue-collarish executive with no real high-tech experience who, on top of it, is fifty-seven years old (oh my God) and, what’s even worse, a woman? Maybe the word you’re looking for is extravagant or desperate, or just out of his mind.
Team members naturally tend to put their own needs (ego, career development, recognition, etc.) ahead of the collective goals of the team when individuals aren’t held accountable. When teams don’t commit to a clear plan of action, even the most focused and driven individuals hesitate to call their peers on actions and behaviors that may seem counterproductive to the overall good of the team. Dysfunction #4: Avoidance of Accountability Lack of direction and commitment can make employees, particularly star employees, disgruntled. Without conflict, it is difficult for team members to commit to decisions, creating an environment where ambiguity prevails. In a work setting where team members do not openly air their opinions, inferior decisions are the results. Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key issues, causing situations where team conflict can easily turn into veiled discussions and back channel comments.
Without a certain comfort level among team members, a foundation of trust is impossible.
This occurs when team members are reluctant to be vulnerable with one another and are unwilling to admit their mistakes, weaknesses or needs for help. In his book, The Five Dysfunctions of a Team, Patrick Lencioni describes five root causes of team dysfunction that must be solved separately.
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