Dysfunction 3: Lack of Commitment, page 207.
- In the context of a team, commitment is a function of two things: clarity and buy-in.
- Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team.
- The two greatest causes of the lack of commitment are the desire for consensus and the need for certainty.
- Consensus:
- Great teams understand the danger of seeking consensus.
- Great teams understand that reasonable human beings do not need to get their way in order to support a decision, but only need to know that their opinions have been heard and considered.
- Certainty:
- Great teams pride themselves on being able to unite behind decisions and commit to clear courses of action even when there is little assurance about whether the decision is correct.
- Great teams realize that it is better to make a decision boldly and be wrong – and then change direction with equal boldness – than it is to waffle.
- Dysfunctional teams try to hedge their bets and delay important decisions until they have enough data to feel certain that they are making the right decision.
- Only when everyone has put their opinions and perspectives on the table can a team confidently commit to a decision knowing that it has tapped into the collective wisdom of the entire group.
- One of the greatest consequences for an executive team that does not commit to clear decisions is unresolvable discord deeper in the organization.
- More than any of the dysfunctions, this one creates dangerous ripple effects for subordinates.
A Team That Fails to Commit
- Creates ambiguity among the team about direction and priorities.
- Watches windows of opportunity close due to excessive analysis and unnecessary delay.
- Breeds lack of confidence and fear of failure.
- Revisit discussions and decisions again and again.
- Encourages second-guessing among team members.
A Team That Commits
- Creates clarity around direction and priorities.
- Aligns the entire team around common objectives.
- Develops an ability to learn from mistakes.
- Takes advantage of opportunities before competitors do.
- Moves forward without hesitation.
- Changes direction without hesitation or guilt.
Suggestions for Overcoming Dysfunction 3
- Cascading Messages:
- At the end of every staff meeting or off-site, a team should explicitly review the key decisions made during the meeting, and agree on what needs to be communicated to employees.
- Clear Deadlines for:
- When decisions will be made.
- When project milestones are due.
- Final deadlines.
- Contingency and Worst-Case Scenario Analysis:
- A team that struggles with commitment (due to fear) can discuss contingency plans up front, or better yet, clarify the worst-case scenario for a decision they are struggling to make.
- Low-Risk Exposure Therapy:
- Practice/Demonstrate decisiveness in relatively low-risk situations.
The Role of the Leader
- The leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong.
- The leader must be constantly pushing the group for closure around issues.
- The leader must constantly push the group to adhere to the schedules that the team has set.
Connection to Dysfunction 4
- In order for teammates to call each other on their behaviors and actions they must have a clear sense of what is expected.
- Even the most ardent believers in accountability usually balk at having to hold someone accountable for something that was never bought into or made clear in the first place.
