Case study 1 - Microsoft

Darci Kleindl, G.M. for worldwide business  applications, talks about how a change of strategy at Microsoft put her division at the centre of an unprecedented process of change and how the 5 Behaviours® provided a foundation based on fact, rather than opinion, that demonstrated where her team was, where they needed to go and how to get there. 

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Case study 2- Acelity

Acelity is a medical device company with over 5000 employees worldwide. Jane Hart, V.P. of global clinical affairs and her team talk about how they had high levels of "unhealthy conflict" and operated in a classic "silo mentality"  that exists in many organisations. 

Working with the 5 Behaviours® allowed the team to "reset" and quadruple their outputs.

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Case study 3 - Lee Memorial Hospital radiology team 

Lee Memorial Hospital is rated as 1 of America's 50 best hospitals.

The radiology team was fractured and underperforming. Director Jessica Lindsey decided to use the 5 Behaviours® to turn her team into a cohesive team. 

From being "in the red" her team went to "in the green" over the course of 3 workshops and every measure of employee engagement went from being in the low 50's to the high 80s and 90s. 

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Take your next steps to becoming an exceptional team leader with Patrick Lencioni's 5 Behaviours®

 

 

THE PROBLEM FOR MANY TEAMS

Trust: A lack of trust is the number 1 behaviour that holds teams back from achieving great results. Without trust productivity is low as team members spend time watching their own backs and focus on individual results rather than team performance. 

Conflict: A lack of trust leads to a lack of constructive conflict. Team members are guarded and avoid sharing conflicting viewpoints, ideas and information. 

Commitment: Without conflict, team members are less likely to commit to individual actions. If team members are unwilling to express their ideas and opinions, any agreed actions will feel "enforced". This causes compliance rather than commitment. 

Accountability: This is the hardest behaviour to adopt and display because it means team members holding each other to account on their commitments. This involves giving feedback when commitments are not delivered. 

Results: Teams that lack the previous behaviours are not focussed on team results. Instead they focus on individual achievements that do not drive team performance. Individually they want the next promotion, the biggest bonus or the chance to stand in the spotlight. 

 

THE SOLUTION

Developing vulnerability based trust allows team members to speak freely, disagree, ask for help or clarification, admit mistakes and acknowledge their limitations.

Teams with high levels of trust enter freely into productive conflict. They are willing to voice their opinions and ideas and disagree without fear of ridicule, rejection or reprisal.  

When teams have productive conflict, they commit to actions even though they may not agree with them. By entering into conflict and expressing their ideas and opinions, they feel listened to, even when their ideas or suggestions are not implemented. 

Teams that commit to actions (even when they disagree) hold each other to account. They give objective feedback that is willingly received. Such feedback leads to better individual and team performance.

Individuals focus on collective results and help each other to achieve individual results which drives team and organisational performance. 

Personalised 5 Behaviours® report



Your personalised report will show you your strengths and weaknesses relative to the 5 Behaviours® and how you can improve these to drive your teams performance as their leader. 

Trust



Learn how leaders and teams that display vulnerability based trust embrace constructive conflict without fear of reprisal, ridicule or rejection to drive powerful and productive performance.

Conflict



Nobody really likes conflict. Do they?Learn how to create a team culture where productive conflict is the norm and how this leads to greater levels of commitment. 

Commitment



Learn from Lencioni's research exactly how much time is lost in teams and organisations when individuals don't follow up on their commitments due to a lack of constructive conflict. More importantly, discover how to ensure that individuals do deliver on their commitments and how team members (rather than the team leader) hold each other to account.

Accountability



Accountability is the hardest behaviour for teams to adopt. Discover why this is and how you can develop a team where team members hold each other to account by giving and receiving feedback willingly. 

 

Results



See what happens to  team and organisational results when you apply the 5 Behaviours® 

(Don't just take our word for it. Scroll down for 2 of the amazing 5 Behaviours®  success stories from Microsoft and Ronald McDonald House). 

Ready to take your next steps to becoming an exceptional leader with Patrick Lencioni's 5 Behaviours®

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