1. Budování zdravého
a výkonného týmu
> company
> date

2. PROGRAM WORKSHOPU
Den 1
Modul 1 / Intro 30 min / 9.00
úvod leadera
očekávání
úvod do programu 2 dnů
Modul 2 / Zhodnocení týmu 60 min / 9.30
silné a slabé stránky týmu
skupina versus tým
test dysfunkcí
uzavření části
Přestávka 15 min / 10.30
Modul 3 / Budování důvěry I 90 min / 10.45
představení tématu
osobní manuál
křivka života – cvičení
Oběd 75 min / 12.15
Modul 3 / Budování důvěry II 60 min / 13.30
osobní manuál
uzavření části
Přestávka 15 min / 14.30
Modul 4 / Zvládání konfliktů 90 min / 14.45
představení tématu
profilování konfliktů – cvičení
normování konfliktů – cvičení
uzavření části
Zpětná vazba 15 min / 16.15
Uzavření prvního dne 16.30
Den 2
Modul 5 / Dosahování odhodlání 120 min / 9.00
představení tématu
objasnění závazku
a kaskádování komunikace
tematický cíl – cvičení
uzavření části
Přestávka 15 min / 11.00
Modul 6 / Přijetí zodpovědnosti I 75 min / 11.15
představení tématu
zvýšení efektivity týmu – cvičení
Oběd 75 min / 12.30
Modul 6 / Přijetí zodpovědnosti II 45 min / 13.15
Diskuse o dosahování přijetí zodpovědnosti
uzavření části
Modul 7 / Zaměření se na výsledky 60 min / 14.00
představení tématu
týmová výsledková tabule
založení výsledkové tabule
uzavření části
přestávka 15 min / 15.00
Modul 8 / Uzavření workshopu 60 min / 15.15
Zhodnocení týmu
Shrnutí nejdůležitějších bodů
Dohoda o kaskádování informace
Uzavření workshopu 16.15
MODULY ČAS MODULY ČAS

3. VZTAHY A TÝMY
Zdraví a výkon v týmu: 5 dysfunkcí týmů
Zdroj: Patrick Lencioni, The Five Dysfunction of a Team
Lhostejnost k výsledkům
Vyhýbání se zodpovědnosti
Nedostatek odhodlání
Strach z konfliktů
Absence důvěry
Dysfunkce #5: Nezájem o výsledky
Symptom: Zaměření na vlastní status a ego
Nástroje pro změnu:
• Udržujte tým zaměřený na konkrétní cíle skupiny.
• Odměny založené na týmových cílech a kolektivním úspěchu.
Dysfunkce #4: Vyhýbání se zodpovědnosti
Symptom: tolerance nízkých standardů
Nástroje pro změnu:
• Jasně komunikovány cíle a standardy chování.
• Pravidelně diskutován výkon versus cíle a standardy chování.
Dysfunkce #3: Absence odhodlání
Symptom: nejednoznačnost v komunikaci a závazku
Nástroje pro změnu:
• Na konci každého setkání kontrola souladu všech členů v týmu.
• Přijmout správnost teze – nesouhlasím, ale podřídím se – ujištění se, že všichni v
týmu jsou oddáni i přes původní nesouhlas.
Dysfunkce #2: Strach z konfliktů
Symptom: Umělá harmonie
Nástroje pro změnu:
• Potvrzení, že konflikt je produktivní součástí meetingů.
• Pochopení přirozených typů konfliktů jednotlivých členů v týmu a nastavení
základních pravidel účasti v konfliktech.
Dysfunkce #1: Nedostatek důvěry
Symptom: Zaměření na vlastní status a ego
Nástroje pro změnu:
• Životní dráha.
• Znalost silných a slabých stránek .
• Investice do osobních i pracovních setkání.

4. THE INFINITE GAME
Sustainability in business
=
Balance between
performance / results and
health / relationships.

5. Relationships >
Individual
Qualities

6. Inattention
to Results
Avoidance of
Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
THE FIVE DYSFUNCTIONS OF
A TEAM
Source: Patrick Lencioni, The Five Dysfunction of a Team

7. Inattention
to Results
Avoidance of
Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
THE FIVE DYSFUNCTIONS OF
A TEAM
–
ABSENCE OF TRUST
Source: Patrick Lencioni, The Five Dysfunction of a Team

8. BUILDING TRUST
AND OPENNESS
The goal is not
experience-based, but
VULNERABILITY-based
trust.

9. ABSENCE OF TRUST –
SYMPTOMS
For example, teams that have an absence of trust
often exhibit the following behaviours . . .
• Conceal their weaknesses and mistakes from one
another.
• Hesitate to ask for help or provide constructive
feedback.
• Don’t offer help to people outside of their own areas
of responsibility.
• Fail to recognize and tap into one another’s skills
and experiences.
• Hold grudges.
• Find reasons to avoid spending time together.

10. KEY POINTS –
BUILDING TRUST
• Trust lies at the heart of a functioning, cohesive
team.
• Trust comes from the vulnerability of team
members.
• Such trust enables us to focus on the job at hand
rather than on protecting ourselves.
• Building trust takes time.
• Like any good relationship, trust among team
members must be maintained over time.

11. TIPS
AND EXERCISES
• Use a personality instrument (e.g. Myers-Briggs,
DISC or Social Styles) to help team members
understand one another’s.
• Find opportunities to spend more time together,
face-to-face.
• Share personal histories with one another, your
Owners Manual.
• Implement the Team Effectiveness Exercise to
provide a forum for quick and effective exchange of
feedback.
• Use sentences pointing to vulnerability like: I was
wrong. I made a mistake. You was right. I need
help, etc.

12. Inattention
to Results
Avoidance of
Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
THE FIVE DYSFUNCTIONS OF
A TEAM
–
FEAR OF CONFLICT
Source: Patrick Lencioni, The Five Dysfunction of a Team

13. MASTERING
CONFLICT
If the executive team
avoids conflict among
themselves, it only
moves them further into
organization.

14. FEAR OF CONFLICT –
SYMPTOMS
Teams that fear conflict . . .
• Have boring meetings
• Create environments wherein back channel politics
and personal attacks 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 with posturing and
interpersonal risk management

15. KEY POINTS –
MASTERING CONFLICT
• Good conflict among team members requires trust,
which is all about engaging in unfiltered, passionate
debate around issues.
• Even among the best teams, conflict will at times be
uncomfortable.
• Conflict norms must be discussed and made clear
among the team members.
• The fear of occasional personal conflict should not
deter a team from having regular, productive
debate.

16. TIPS
AND EXERCISES
• Clearly set the expectation that conflict is both good
and necessary for the team.
• Establish team rules of engagement for acceptable
conflict.
• Improve the effectiveness of meetings, which is the
most important setting where conflict must occur.
• Ensure that someone on the team is mining for
conflict. Look for hidden conflicts.
• Discuss conflicts on a regular basis (part of the
meetings agenda).
• Look for answers in the conflict: "What does this
teach us? Where can it take us?
• Try to reach the ideal point in the conflict (What's
right, not who's right).

17. Inattention
to Results
Avoidance of
Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
THE FIVE DYSFUNCTIONS OF
A TEAM
–
LACK
OF COMMITMENT
Source: Patrick Lencioni, The Five Dysfunction of a Team

18. ACHIEVING
COMMITMENT
It's not about WHO'S RIGHT.
It's about WHAT'S BEST FOR
THE RESULT OF THE TEAM.

19. LACK OF COMMITMENT
– SYMPTOMS
A team that fails to commit…
• Creates ambiguity among the team members about
direction and priorities
• Watches windows of opportunity close due to
excessive analysis and unnecessary delay
• Breeds lack of confidence and fear of failure
• Revisits discussions and decisions again and again
• Encourages second-guessing among team
members

20. THEMATIC GOAL
– MODEL
Source: Patrick Lencioni, The Five Dysfunction of a Team

21. THEMATIC GOAL
– MODEL
Source: Patrick Lencioni, The Five Dysfunction of a Team

22. KEY POINTS –
ACHIEVING COMMITMENT
• Team members understand that they do not need
to get their way to support a decision but only need
to know their opinions have been heard and
considered.
• Teams with a high level of commitment can unite
behind a decision even though there is no certainty
that the decision is correct.
• Commitment requires clarity and buy-in.
• Clarity requires that teams avoid assumptions and
ambiguity and that they end discussions with a
clear understanding about what they’ve decided
on.
• Buy-in does not require consensus.

23. TIPS
AND EXERCISES
• Require clarity and closure, focusing on clear
conclusions and outcomes.
• Collectively set objectives and deadlines to remove
any temptations around procrastination and
waffling.
• Summarise what has been agreed, write it down.
• It is okay to disagree and comply (Accurate
summary of key decisions).
• Confirmation of commitment and dedication to the
task.
• Articulate the worst-case scenario to diminish fear
of failure by realizing that even a poor decision is
survivable.

24. Inattention
to Results
Avoidance of
Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
THE FIVE DYSFUNCTIONS OF
A TEAM
–
AVOIDANCE OF
ACCOUNTABILITY
Source: Patrick Lencioni, The Five Dysfunction of a Team

25. EMBRACING
ACCOUNTABILITY
Willingness of team
members to NOTICE
co-workers on behaviour or
actions that are AGAINST
the interests of the team.

26. AVOIDANCE OF
ACCOUNTABILITY –
SYMPTOMS
Teams that do not hold one another accountable…
• Create resentment among team members who
have different standards of performance
• Encourage mediocrity
• Miss deadlines and key deliverables
• Place an undue burden on the team leader as the
sole source of discipline

27. KEY POINTS –
EMBRACING ACCOUNTABILITY
• Accountability on a strong team occurs directly
among peers.
• Peer pressure and the distaste of letting down a
colleague will motivate a team player more than any
fear of authoritative punishment or rebuke.
• For a culture of accountability to thrive, team
members (including the leader) must demonstrate a
willingness to confront difficult issues.

28. TIPS
AND EXERCISES
• Have regular discussions as a team:
• Which behaviours are the most empowering
for our team?
• Which behaviours should we reduce?
• Which behaviours should we reinforce?
• Identify and describe each other's strengths and
weaknesses of team members.
• Disclose goals and standards of behaviour.
• Maintain the rhythm of meetings and check meeting
priorities and milestones.
• Everyone reports what they are working on, how
they are performing and how plans to meet their
responsibilities.

29. Inattention
to Results
Avoidance of
Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
THE FIVE DYSFUNCTIONS OF
A TEAM
–
INATTENTION
TO RESULTS
Source: Patrick Lencioni, The Five Dysfunction of a Team

30. FOCUSING
ON RESULTS
If the company rarely
achieves its goals,
it is not a GOOD TEAM!

31. INATTENTION TO RESULTS –
SYMPTOMS
When a team fails to focus on results, they…
• Rarely defeat their competitors
• Lose achievement-oriented employees
• Encourage team members to focus on their own
careers and individual goals
• Become easily distracted
• Stagnate and fail to grow

32. SPORTS SCOREBOARD
Source: Patrick Lencioni, The Five Dysfunction of a Team

33. TEAMS SCOREBOARD
Source: Patrick Lencioni, The Five Dysfunction of a Team

34. KEY POINTS –
FOCUSING ON RESULTS
• The true measure of a great team is that it
accomplishes the results it sets out to achieve.
• To avoid distractions, team members must prioritize
the results of the team over their individual or
departmental needs.
• To stay focused, teams must publicly clarify their
desired results and keep them visible.

35. TIPS
AND EXERCISES
• Set clear goals and priorities (team and individuals).
• Ensure public expression of commitment by
members
• to the team's goals.
• Publicly communicate desired outcomes.
• Ensure company-wide support to meet
• company and team goals.
• The best teams have priority status.
• Implement dashboards.
• Create a common rewards and compensation
system.
• Recognize team achievements.

36. „
Teamwork is not a skill,
but a strategic decision and
potentially – a competitive
advantage.
– Patrick Lencioni
bestsellers author –

37. PATRICK
LENCIONI

38. Lenka Čápová
Partner & Change Facilitator
Petr Hovorka
Partner & Team Coordinator