{"id":112880,"date":"2023-09-07T20:44:00","date_gmt":"2023-09-08T00:44:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=112880"},"modified":"2023-09-13T09:18:26","modified_gmt":"2023-09-13T13:18:26","slug":"lack-of-commitment-in-a-team","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/lack-of-commitment-in-a-team\/","title":{"rendered":"How to Overcome a Lack of Commitment in a Team (Dysfunction #3)"},"content":{"rendered":"\n

Is your team unified? What role does communication play in getting people to buy into team decisions?<\/p>\n\n\n\n

In his business fable The Five Dysfunctions of a Team<\/em>, Patrick Lencioni identifies a lack of commitment as the third dysfunction. In his follow-up book, Overcoming the Five Dysfunctions of a Team<\/em>, he shares ways you can break through this challenge.<\/p>\n\n\n\n

Read more to learn Lencioni’s advice for getting each member of your team wholeheartedly on the same page.<\/p>\n\n\n\n\n\n\n\n

Overcoming a Lack of Commitment<\/h2>\n\n\n\n

Some team members might resist going along with a decision even after it\u2019s been made. For example, they might genuinely think the team made a bad decision, or they might simply feel slighted because their ideas weren\u2019t chosen.<\/p>\n\n\n\n

(Shortform note: Having team members support a decision they disagree with goes back to trust<\/a>. If they genuinely trust their teammates\u2019 abilities and judgment, then they can also trust that the decision the team reached was a good one, even if it wasn\u2019t the decision they\u2019d personally have made. By establishing trust\u2014and reminding your team members that they trust each other\u2014you\u2019ve already gone a long way toward overcoming this team dysfunction.)<\/p>\n\n\n\n

We\u2019ll go over Lencioni\u2019s method for overcoming a lack of commitment in a team and having them present a united front: 1) ensuring clarity among the team members and 2) requiring them to communicate decisions to their subordinates.<\/p>\n\n\n\n

Ensuring Clarity<\/h3>\n\n\n\n

Lencioni\u2019s first tip for achieving team unity is making sure all team members understand exactly <\/em>what decision they reached during the meeting.<\/strong> To support a course of action, they first need to know what that course of action will be.<\/p>\n\n\n\n

Therefore, right before ending a meeting, clearly and specifically write down and share what the team has agreed to. This is also an opportunity for team members to share anything they\u2019re confused about and to eliminate any ambiguity.<\/p>\n\n\n\n

For example, say your team decided to have the company adopt a new type of software. You could write down that the team decided to phase out whatever software your company is currently using and require all employees to start using this new program. If one of your team members assumed the new software would just be an option<\/em> for employees rather than a requirement, these last few minutes of the meeting are that person\u2019s chance to clear up their confusion.<\/p>\n\n\n\n

(Shortform note: Before you can effectively write down the team decision, you must make sure you <\/em>understand it. A simple way to do this is by paraphrasing what you\u2019ve heard<\/a> during the discussion\u2014throughout the meeting, put major points into your own words and repeat them back to the team. This provides an opportunity to clear up your <\/em>confusion.)<\/p>\n\n\n\n

Requiring Communication <\/h3>\n\n\n\n

Lencioni\u2019s second tip for achieving unity is holding each team member responsible for explaining the decision to everyone who reports to them. <\/strong>By doing so, you\u2019ll make sure they\u2019re personally invested in team unity: They know there will be consequences if they don\u2019t explain the decision willingly and accurately.<\/p>\n\n\n\n

It\u2019s not enough for your team members to send a simple email or voicemail communicating the decision to their staff\u2014they must do so either in person or over a phone call so their employees will have the chance to ask questions and voice concerns. This requirement also helps ensure that team members fully understand the decision before they communicate it; since they\u2019ll have to explain the decision and answer questions about it, they\u2019ll want to make sure they understand it themselves.<\/p>\n\n\n\n

Requiring \u201cSkin in the Game\u201d<\/strong>

By requiring team members to personally communicate the team\u2019s decisions, you\u2019re giving them what risk analyst Nassim Nicholas Taleb<\/a> calls “<\/em>skin in the game.”<\/a> You\u2019re requiring them to take on some risk: If they don\u2019t deliver the news accurately and impartially, they\u2019ll have to face some sort of consequence. This (relatively small) risk ensures that they\u2019ll act ethically<\/a>\u2014in everyone\u2019s best interests.

The essence of Taleb\u2019s concept of \u201cskin in the game\u201d <\/em>is creating a situation where harming others also harms you and helping others also helps you. Here\u2019s how it plays out in this particular case.

Option #1: The unethical option. <\/strong>A team member causes harm to the team and to their subordinates by not communicating the team\u2019s decision, communicating it inaccurately, or offering their own negative opinions of the decision. This will also harm the team member in question since they\u2019ll have to face the consequences you\u2019d previously established\u2014perhaps a formal reprimand or (if necessary) removal from the team.

Option #2: The ethical option. <\/strong>The team member carries out their duties by communicating the team\u2019s decision willingly, accurately, and supportively. This benefits the team (who retain the support of that person\u2019s subordinates), the subordinates (who now understand the decision and what it will mean for them), and the team member (who, rather than facing consequences, strengthens their bonds of trust with the rest of the team). <\/td><\/tr><\/tbody><\/table><\/figure>\n","protected":false},"excerpt":{"rendered":"

Is your team unified? What role does communication play in getting people to buy into team decisions? In his business fable The Five Dysfunctions of a Team, Patrick Lencioni identifies a lack of commitment as the third dysfunction. In his follow-up book, Overcoming the Five Dysfunctions of a Team, he shares ways you can break through this challenge. Read more to learn Lencioni’s advice for getting each member of your team wholeheartedly on the same page.<\/p>\n","protected":false},"author":9,"featured_media":69253,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[34,14,30],"tags":[1261],"class_list":["post-112880","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-communication","category-management","category-work","tag-overcoming-the-five-dysfunctions-of-a-team","","tg-column-two"],"yoast_head":"\nHow to Overcome a Lack of Commitment in a Team (Dysfunction #3) - Shortform Books<\/title>\n<meta name=\"description\" content=\"Patrick Lencioni presents a two-part method for overcoming a lack of commitment in a team and having them present a united front. 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