Who should read this book?
Managers & Team coaches: This book is all about the functioning of a team. Since managers manage a team & team coaches coach teams and their managers, the content of this book is most relevant.
I would even argue that team coaches and CEOs should be familiar with the Lencioni’s Trust Pyramid, whether that is through reading this book or differently.
Why you should read this book (or not)?
This book provides an easy read, since it is a leadership fable. The concepts are easy to absorb and the story line makes it even more pleasurable & light to read. You probably won’t find anything really new in this book. It will just help you structure what you already intuitively know. It will also provide you with a language to discuss dysfunctions in a team in a constructive way.
The end of the book contains a summary of the concepts as well as practical tools & suggestions to get started.
Interesting extracts
“ Well, in most sports, there is a clear score at the end of the game that determines whether you succeeded or failed.There is little room for ambiguity, which means there is little room for . . .” He paused to find the right words.“. . . for subjective, interpretive, ego-driven success, if you know what I mean. ”Heads around the room nodded to say that everyone did. “Wait a second,” demanded JR. “Are you telling me that athletes don’t have egos?” Martin seemed at a loss, so Kathryn jumped in. “They have huge egos. But great athletes’ egos are usually tied to a clear result: winning. They just want to win. More than making the All-Star team, more than getting their picture on a box of Wheaties, and yes, more than making money.” “I’m not sure there are many of those kinds of teams around anymore, at least not in professional sports,” declared Nick. Kathryn smiled. “And that’s the beauty. The teams that figure it out have a bigger advantage than ever before because most of their competitors are just a bunch of individuals looking out for themselves. “
“ Kathryn laughed. “Pretty observant of me, huh? Anyway,when I talk about focusing on results instead of individual recognition, I’m talking about everyone adopting a set of common goals and measurements, and then actually using them to make collective decisions on a daily basis.” Seeing that they weren’t going to cede the obvious point easily, Kathryn decided to shift back toward a more questioning approach. “How often did you all talk about moving resources from one department to another in the middle of the quarter in order to make sure that you could achieve a goal that was in jeopardy?” The looks on their faces said Never. “And how disciplined were you during meetings about reviewing the goals in detail and drilling down on why they were or weren’t being met?” She already knew the answer. “
“ She explained. “Once we achieve clarity and buy-in, it is then that we have to hold each other accountable for what we sign up to do, for high standards of performance and behavior. And as simple as that sounds, most executives hate to do it, especially when it comes to a peer’s behavior, because they want to avoid interpersonal discomfort.” “
“ Some people are hard to hold accountable because they are so helpful. Others because they get defensive. Others because they are intimidating. I don’t think it’s easy to hold anyone accountable, not even your own kids. ”That brought a few nods of acknowledgment from some of the team members. Kathryn continued, “I want all of you challenging each other about what you are doing, how you are spending your time, whether you are making enough progress.” Mikey challenged, “But that sounds like a lack of trust. ”Kathryn shook her head. “No, trust is not the same as assuming everyone is on the same page as you, and that they don’t need to be pushed. Trust is knowing that when a team member does push you, they’re doing it because they care about the team.” “
“ Members of teams with an absence of trust . . .
- Conceal their weaknesses and mistakes from one another
- Hesitate to ask for help or provide constructive feedback
- Hesitate to offer help outside their own areas of responsibility
- Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them
- Fail to recognize and tap into one another’s skills and experiences
- Waste time and energy managing their behaviors for effect
- Hold grudges
- Dread meetings and find reasons to avoid spending time together
Members of trusting teams . . .
- Admit weaknesses and mistakes
- Ask for help
- Accept questions and input about their areas of responsibility
- Give one another the benefit of the doubt before arriving at a negative conclusion
- Take risks in offering feedback and assistance
- Appreciate and tap into one another’s skills and experiences
- Focus time and energy on important issues, not politics
- Offer and accept apologies without hesitation
- Look forward to meetings and other opportunities to work as a group “