The FIVE Dysfunctions of a TEAM

The Five Dysfunctions of a Team

Lack of Commitment
Avoidance of Accountability
Inattention to results
Fear Of Conflict
Absence of Trust

Teams that have Trust...

•Admit weaknesses and mistakes
•Ask for help
•Accept questions and input about area of responsibility
•Give one another the benefit of a 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 meeting and other opportunities to work as a group

Teams that have Conflict...

•Have lively interesting meetings
•Extract and exploit the ideas of all members of the team
•Solve real problems quickly
•Minimize politics
•Put critical topics on the table for discussion.

Teams that Commit

•Creates clarity around direction and priorities
•Aligns the entire team around common objectives
•Develops an ability to learn from mistakes
•Takes advantage of opportunities
•Moves forward without hesitation
•Changes direction without hesitation or guilt

Teams that Hold Each Another Accountable..

•Ensures that poor performers feel pressure to improve
•Identifies potential problems quickly by questioning on another’s approaches without hesitation
•Establishes respect among team members who are held to the same high standards
•Avoids excessive bureaucracy around performance management and corrective action
•Doesn’t require team leader to be the sole source of discipline.

Teams that focus on Results...

•Retains achievement oriented employees
•Minimizes individualistic behavior
•Enjoys success and suffers failure acutely
•Benefits from individuals who subjugate their own goals/interest for the good of the team
•Avoids distractions

From The FIVE Dysfunctions of a TEAM by Patrick Lencioni

MISD Leadership Beliefs

Magnolia Education

This posting is a preview to the site that we will create to discuss leadership theory, trends and current research pertaining to k-12 education in Magnolia ISD and the State of Texas.

MISD LEADERSHIP BELIEFS

VISION
We believe a Leader in MISD champions the vision and goal of the District – for
all stakeholders.

SERVANTHOOD
We believe a Leader in MISD will be a servant to all as they empower others to achieve.

DECISION-MAKING
We believe a Leader in MISD will make decisions at the appropriate level consistent with the vision of the District; decisions
will be data driven, based on sound theory and practice, and foremost focused on what’s best for the short and long term interests
of the students.

TEAMWORK
We believe a Leader in MISD will establish and nurture effective and cohesive teams, committed and empowered to accomplish
the District’s vision and goals.

DEVELOPMENT OF OTHERS
We believe it is the responsibility of Leaders to develop and empower individuals to their
fullest potential.

CHARACTER-CENTERED
We believe a Leader in MISD must understand how to articulate and lead from personal character principles and ethics in
relation to the vision and goals of the District.
.
QUALITY
We believe a Leader in MISD has an obligation to expect and promote quality from all; and to establish quality control strategies
throughout the organization.

TRUST
We believe a Leader in MISD will develop a climate of shared trust for all stakeholders in
the organization.

COMMUNICATION
We believe a Leader in MISD will be an ambassador of the District’s vision and goals by providing effective communication
about the progress, direction and effectiveness of the organization in relationship to achieving the goals of the District.

COMMITMENT
We believe a Leader in MISD passionately internalizes the vision and goals of the District and seeks to accomplish those goals
from a reference point of personal commitment.