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Myers-Briggs, TKI and Lencioni's....

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Sharon Gilbert

on 26 October 2016

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Transcript of Myers-Briggs, TKI and Lencioni's....

Myers-Briggs, TKI and Lencioni's....
5 Dysfunctions of a Team Model
Increase self-awareness

Discover differences in people concerning work performance, information gathering, decision making and conflict style

Develop an appreciation for individual differences and strengths

Learn how to capitalize on yours and others’ strengths to enhance our team’s performance

The Thomas Kilmann (TKI) measures your preferred method of dealing with conflict

The Lencioni test is your assessment of the overall team performance
The MBTI measures your individual preferred ways of thinking and behaving
Lencioni's 5 Dysfunctions of a Team Model
Role of the Leader
Using the MBTI to overcome the 5 Dysfunctions

How do we get colleagues to open up and share what they think and what they know?

How comfortable are people with feeling vulnerable?

How easy/difficult is it for people to share personal information with teammates?

What are the kinds of information people know and trust?
Sensing and Intuition:
Our preference for
directly correlates to how we respond to conflict

At the core of our response are issues of trust

Good conflict is about unfiltered, passionate debate around issues and leads to enhanced creativity in decision making

Conflict norms must be clear

Purpose of productive conflict is to:
– produce the best possible solution
– discuss and resolve issues more quickly and
– allow all group members to express their
thoughts on the topic
Stage 2: Managing Conflict
Stage 3: Achieving Commitment
The leader of the team must be ready to jump-start conflict and “fan the flames” during a discussion to encourage passionate, creative debate.

Our preference for
directly correlates to how comfortable we are with conflict and whether we seek it out or avoid it.

To move through the discomfort of a conflict, trust must be established so that people will allow themselves to take a risk and challenge and push one another in the moment.

An environment must be created where colleagues feel free to engage in disagreements until all parties have felt heard.

Those with a preference for
need to know that the relationship will not be damaged by saying what they believe.

Those with a preference for
need to know that their thoughts have been heard and understood by the rest of the team.

A correlation exists between people's
preferences and how they understand commitment
- eg. people with different J–P styles assign value and judgment unjustly to the work styles of their teammates

Those with a preference for
receive satisfaction from the closure of a project; for people with a
preference, it is the pressure of the deadline that is motivating.

Tension can exist between those with a “do it now” mentality, and those with a “just in time” mentality

This stage requires clarification of the course of action to be taken to avoid assumptions and ambiguity

Stage 4: Embracing Accountability

May conceal their weaknesses and mistakes from one another and be hesitant to ask for help

Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them, may suspect ulterior motives

Hesitate to share their knowledge and information outside their own areas of responsibility due to fears of put downs

Fail to recognize and tap into one another’s skills and experiences

Waste time and energy managing their behaviours for effect

Hold grudges

Dread meetings and find reasons to avoid spending time together

Create environments where back channel politics , personal attacks and harassment thrive.

Ignore controversial topics that are critical to team success

Fail to tap into all the opinions and perspectives of team members

Waste time and energy revisiting issues

Creates ambiguity among the team about direction and priorities

Spends too much time doing analysis and delay making decisions

Breeds lack of confidence and fear of failure

Revisits decisions again and again

Encourages second-guessing among team members

Leads to back room venting if all members have failed to buy-in
Being accountable means answering for what you have done and not done, and explaining the outcome.

Team members must be willing to remind each other of their responsibilities

udging, Perceiving, Sensing
can all be tied to the concept of accountability.

The question of energy also enters the picture; staying energized and accountable is imperative

We can look at
as a way to answer the question, “Where do I get my energy, or what refuels me?” The chart at the top of the following page demonstrates some ways team members can keep one another engaged in and motivated during the process.

Creates resentment among team members who have different standards of performance

Encourages a culture of mediocrity and a "good enough" attitude

Misses deadlines and key deliverables

Does not hold each other accountable.

May have unclear roles and responsibilities

May have underlying tensions in their interactions and team members may be unwilling to call team members on their behaviour.

Stage 5: Focusing on Results
Colleagues must be able to see the team as a whole in addition to their individual contributions to it.

Team members must prioritize the team’s
collective results over individual results or a risk of
re-emerging conflicts may be the outcome

Understanding the roles people play and what they bring to the team is valuable, but putting individual needs aside for the greater good of the project is what makes a team exceptional.
Particularly true when the team is in the midst of important project

Great teams accomplish the results they
set out to achieve

Each MBTI function pair carries a unique motivational style

Stagnates / fails to grow

Loses achievement-oriented members

Is easily distracted

Rarely achieves success
A Team That is Not Focused on Results
A Team That Fails to Commit
Members of Teams That Lack Trust
The Assessments
Stage 1: Building Trust
Trust is the foundation of teamwork

Our preference for
correlates to how we develop feelings of trust for others

Building trust takes time and must be nurtured to be maintained

Based on:
shared experiences
demonstrated integrity and following through on commitments

Trust is enhanced through an understanding of the unique preferences of team members and treating individuals accordingly

Trust takes years to build, seconds to break and forever to repair
What the data tells us..
Those with a preference for
tend to feel more secure, and have more trust, when they have specific, concrete information

If it is perceived that colleagues are withholding information the
individual may develop a lack of trust.

Those with a preference for
need space and permission to explore, formulate and share their ideas without immediately being shot down.

They may be hesitant to share ideas or personal information if not given time to develop their ideas and vision.
- this may be perceived as withholding knowledge
Questions to ask to build and Maintain Trust
The MBTI and TKI reveals that...
Teams that Fear Conflict
Creating an environment where passionate discussions occur
What the data tells us...
Allow ample time and sufficient information for
members to buy in

Allow sufficient time to ensure that those with a preference for
don't focus on closure too early

Establish deadlines with frequent check- ins

Ensure everyone is aware of their area of responsibility and clarity about what they are specifically responsible for

Check for a common understanding of the targeted goal.

Teams that commit to decisions and demand high standards in performance do not hesitate to hold each other accountable for adhering to those decisions

When teams achieve clarity and buy-in, they hold each other accountable for what they have agreed to do and maintain high standards of performance and behaviour.

Identifies potential problems quickly by questioning one another’s approach without hesitation

Establishes respect among team members who are held to the same high standards

Avoids excessive bureaucracy around performance management and corrective action

A Team That Avoids Accountability
What the data tells us about teams that value accountability
The TKI Conflict Mode
What works?
Achieving Commitment
The Four MBTI Dichotomies

Extroversion – Introversion (E – I) - How do you get your energy

Sensing – Intuition (S – N) - How do you prefer to take in information?

Thinking – Feeling (T – F) - How do you make decisions

Judging – Perceiving (J – P) - How do you deal with the outer world?
Embracing accountability
Motivation for Results
Motivation for Results
What About Us?
Full transcript