创新变革的仆人领导团队A-D2-Five-Dysfunction-and-TSL-Team-Chinese

TransformationalServantLeadershipTeam

创新变革的仆人领导团队March29,2013AtTWU团队评估SMARTvs.TSLTeam

聪明的团队与TSL团队

SMART聪明的团队Strategy

战略Marketing

营销FinanceTechnology

财务技术Etc.

等TSLTeamTSL团队MinimalPolitics最少的政治MinimalConfusion

最少的混乱HighMorale

高士气LowTurnover

低流失SMARTvs.TSLTeamTeamneedsbothelements,BeingSMARTisonlyhalfoftheequation

这两种元素团队都需要，SMART（聪明）只是方程式的一半SMARTelementisintheclassicareasofbusinessorintheareasofbusinessscience

SMART元素属于商业中传统经典的方面或者属于商业科学的范畴Intoday’srapidlychangingworld,itisharderthanithaseverbeeninhistoryofmaintainingacompetitiveadvantagebasedonintelligenceorknowledge

在今天这个快速变化的世界，保持建立在才智或知识基础之上的竞争优势比以往任何时代都更困难Informationjustchangehandstoorapidlytoday

当今时代信息变化得太快BeingSMART,hasbecomesomethingofacommodity

在今天的时代中，聪明（SMART）已经成为了必需品BeingSMARThasbecometheminimumrequirementforteambutnotenoughtobuildahighlydynamicandefficientteam

对团队来讲，SMART已经成为最低的要求，还不足以建立一个具有高度活力和效率的团队。TSLteamisthekeytobuildingakeytoahealthyteam.

TSL团队是建立一个健康团队的关键。Team–Definition团队-定义Workinggroupvs.team

工作组与团队Workinggroupislikeagolfgame,eachplayhis/herowngameandattheendofend,addsupthescore

工作组就像一场高尔夫比赛，每个人打自己的，到最后，把比分加在一起就行了。Teamislikeabasketballgame.Playersplaytogetherinsimultaneously,inaninteractive,mutuallydependent,andofteninterchangeableway

团队好像一场篮球赛。队员们同时出现在场上，通过互相交流、互相扶持以及常常互相交换的方式一起打。DefinitionofTeam

团队的定义“Aleadershipteamisasmallgroup

ofpeoplewhoarecollectivelyresponsible

forachievingacommonobjectivefortheirorganization”

一个领导团队是为了达到组织的一个共同目标而一起负责的一小群人ASmallGroupofPeople一小群人AllowsufficienttimesothatteammembersarenotjustfocusingonAdvocacyandbutInquiry

给团队成员足够的时间，这样他们不光只专注于提出倡议，也能提出问题并进行调查。Collectivelyresponsible一起负责Selflessnessandsharesacrificesformteammembers

团队成员的特征：无私，牺牲Tangibleandliteralsacrifices:看得见摸得着的牺牲wilingtoshiftresourcestooneareafromanotherarea

愿意把资源从一个地方调配到另一个地方Time:时间teammembersspendmanyhoursworkingtogetheronissuesandtopicsthatoftendon’tfalldirectlywithintheirformalareasofresponsibility

团队成员花很多的时间一起商讨解决一些通常不直接与他们的日常职责范围有关的问题与议题teammembersenterintodifficult,uncomfortablediscussionsevenbringingupthornyissueswithcolleagueabouttheirshortcomings,inordertosolveproblemthatmightpreventtheteamfromachievingitsobjectives

为了解决那些可能阻挡团队实现其目标的问题，团队成员会一起进行那些艰难的，令人不舒服的讨论，甚至提出棘手的问题，比如跟同事谈他们的缺点。CommonObjectives

共同目标Teamobjectives,especiallytheleadershipteam,shouldbeacollectiveones.

团队目标，尤其是领导团队的目标，应该是大家集体制定的。Themostimportantgoalwithintheorganizationistoincreaseenrollment,theneverymemberoftheteamsharesthatgoal.Itisn’tjusttheresponsibilityoftheheadofsales.

组织内最重要的目标是提高员工的工作投入度，敬业度，这样团队目标就成为大家共享因而会同心努力去实现的目标。这并不只是销售总监的职责.

FiveBehaviorsofaTSLTeam

TSL团队的五种行为Result

结果Accountability

问责，督责Commitment

全心投入（委身）Conflict

冲突Trust

信任PatrickLencioni’sFiveDysfunctions

团队的五大障碍-

帕特里克∙兰奥西尼AbsenceofTrust缺乏信任Membersofteamswithanabsenceoftrust

团队成员缺乏信任的时候，他们会Concealtheirweaknessesandmistakesfromoneanother相互隐藏自己的弱点和错误Hesitatetoaskforhelp不愿请求别人的帮助Jumptoconclusions很快下结论Failtorecognizeandtapintooneanother’sskillsandexperiences不愿承认和学习别人的技能和经验Dreadmeetingsandfindreasonstoavoidspendingtimetogether惧怕开会，寻找借口以尽量减少在一起的时间Membersoftrustingteams

当团队成员互相信任时，他们会Admitweaknessesandmistakesandaskforhelp

承认自己的弱点和错误，并寻求帮助Acceptquestionsandinputabouttheirareasofresponsibility

欢迎别人对自己所负责的领域提出问题与建议Giveoneanotherthebenefitofthedoubtbeforearrivingatanegativeconclusion

会彼此质疑提问以避免得出负面的结论Takerisksinofferingfeedbackandassistance

在给别人提出反馈意见和帮助时愿意冒风险Appreciateandtapintooneanother’sskillsandexperiences

赞赏并相互学习各自的技术和经验Focustimeandenergyonimportantissues,notpolitics

把时间和精力花在解决重要问题上，而不是玩政治。Offerandacceptapologieswithouthesitation

必要时毫不犹豫地向别人道歉，也接受别人的道歉Lookforwardtomeetingsandotheropportunitiestoworkasagroup

期待集体会议及其它团队协作的机会FiveDysfunctions五大障碍FearofConflict惧怕冲突Haveboringmeetings

枯燥的团队会议Createenvironmentswhereback-channelpoliticsandpersonalattacksthrive

创建暗中玩政治手段和人身攻击盛行的环境Ignorecontroversialtopicsthatarecriticaltoteamsuccess

避免讨论容易引起争论的问题，虽然这些问题对于团队成功很重要。Failtotapintoalltheopinionsandperspectivesofteammembers

不能正确处理团队成员的不同意见和看法Wastetimeandenergywithposturingandinterpersonalriskmanagement

把时间和精力浪费在形式主义和人际关系的风险管理上Teamsthatengageinconflict...

拥抱冲突的团队的特点Extractandexploittheideasofallteammembers

汲取所有团队成员的意见和建议Minimizepolitics

把办公室政治降低到最低Putcriticaltopicsonthetablefordiscussion

把重要问题放到桌面上一起讨论Resultinginengagedmembersatmeetings

会议期间大家的参与很积极，很活跃FiveDysfunctions五大障碍LackofCommitment

缺少身心投入（承諾）Ateamthatfailstocommit...

缺少身心投入的团队会Createsambiguityamongtheteamaboutdirectionandpriorities

在团队的方向和工作任务的优先性方面不清晰Excessiveanalysisandunnecessarydelay

过多的分析，不必要的拖延Breedslackofconfidenceandfearoffailure

导致大家缺乏自信，惧怕失败Revisitsdiscussionsanddecisionsagainandagain

反复讨论，却无法做出决定Encouragessecond-guessingamongteammembers

在团队成员间鼓励事后诸葛亮的做法Ateamthatcommits...

全身心投入的团队会Createsclarityarounddirectionandpriorities

在方向与工作任务的优先性上很清晰Alignstheentireteamaroundcommonobjectives

把所有团队成员团结在共同的目标周围Developsanabilitytolearnfrommistakes

培养从错误中学习的能力Takesadvantageofopportunitiesbeforecompetitorsdo

在竞争对手之先把握机会Movesforwardwithouthesitation

不存犹豫，勇往直前Changesdirectionwithouthesitationorguilt

必要时果断地调整方向，不存在犹豫和过多内疚FiveDysfunctions五大障碍AvoidanceofAccountability

逃避责任(问责) Ateamthatavoidsaccountability

逃避责任的团队会Createsresentmentamongteammemberswhohavedifferentstandardsofperformance

对团队中工作表现突出的同事心怀怨恨Encouragesmediocrity

鼓励平庸Missesdeadlinesandkeydeliverables

缺乏时间观念，忽略重要内容Placesanundueburdenontheteamleaderasthesolesourceofdiscipline

把监督的责任压在团队领导一个人身上Ateamthatholdsoneanotheraccountable

负责任的团队会Ensuresthatpoorperformersfeelpressuretoimprove

确保让表现不尽如人意的成员感到压力，以便尽快改进工作Identifiespotentialproblemsquicklybyquestioningoneanother’sapproacheswithouthesitation

发现潜在问题时毫无顾虑地彼此查问，便于尽快找到原因Establishesrespectamongteammemberswhoareheldtothesamehighstandards

在团队成员间建立信任，用同样的高标准要求所有人.尊重团队里以高标准要求工作的同事”。Avoidsexcessivebureaucracyaroundperformancemanagementandcorrectiveaction

在绩效管理及纠正性行为中避免过多的官僚作风FiveDysfunctions五大障碍InattentionToResults

不关心结果Ateamthatisnotfocusedonresults...

不关心结果的团队会Stagnates/failstogrow

停止/无法成长Rarelydefeatscompetitors

几乎无法战胜竞争对手Losesachievement-orientedemployees

失去以成绩/绩效为导向的员工Encouragesteammemberstofocusontheirowncareersandindividualgoals

鼓励团队成员注重自己的个人职业前途及目标Iseasilydistracted

注意力很容易分散Ateamthatfocusesoncollectiveresults

注重集体成绩的团队会Retainsachievement-orientedemployees

留住以成绩/绩效为导向的员工Minimizesindividualisticbehavior

把个人主义表现降到最低Enjoyssuccessandsuffersfailureacutely

享受成功的喜悦，也深深体会失败的痛苦Benefitsfromindividualswhosubjugatetheirowngoals/interestsforthegoodoftheteam

团队成员能够为团体利益牺牲个人利益Avoidsdistractions

避免注意力分散Summary总结

FiveDysfunctionalBehaviorsofaTeam

团队协作的五大障碍Dysfunctional#1:AbsenceofTrust

障碍一：缺乏信任Trustoneanotheronafundamentalandemotionallevel

在基本层面和情感层面彼此信任Theyarecomfortablebeingvulnerablewitheachotherabouttheirweaknesses,mistakes,fears,andbehaviors

他们之间不怕展现自己脆弱的一面，比如自己的弱点，错误，惧怕及行为。FiveDysfunctionalBehaviorsofaTeam

团队协作的五大障碍Dysfunctional#2:Fearofconflicts

障碍二：惧怕冲突

Teamsthattrustoneanotherarenotafraidtoengageinpassionatedialoguearoundissuesanddecisionsthatarekeytotheorganization’ssuccess

彼此信任的团队会积极地、认真严肃地谈论对组织成功十分重要的问题与决策，而不会因惧怕刻意回避。Unfilteredconflicts:theydonothesitatetochallengeoneanother,disagreewithoneanother,andquestiononeanotherallinthespiritoffindingthebestanswersandmakingbestdecisions

不加掩饰的冲突：团队成员会毫不犹豫地彼此挑战，提出异议，彼此质疑，以找到最佳方案，做出最明智的决定。FiveDysfunctionalBehaviorsofaTeam

团队协作的五大障碍Dysfunctional#3:LackofCommitment

障碍三：缺少身心投入（委身）Theunfilteredconflictsgenerategenuinebuy-inaroundimportantdecisions

不加掩饰的冲突能使团队成员在重要决策上形成真正的认同Becauseallopinionsandideasarediscussedandoutinopenandgivingconfidencetoteammembersleavingnostonehasbeenunturned

由于所有的意见和建议都会公开地进行讨论，这就给团队成员把所有想法都说出来的信心。FiveDysfunctionalBehaviorsofaTeam

团队协作的五大障碍Dysfunctional#4:AvoidanceofAccountability

障碍四：逃避责任Teamsthatcommittodecisionsandstandardsofperformancedonothesitatetoholdoneanotheraccountableforadheringtothosedecisionsandstandards.

对决策和绩效标准高度认同并投入的团队会毫不犹豫彼此问责以便达成这些目标。Theydonotrelyontheteamleadersastheprimarysourceofaccountability,theygodirectlytotheir