Five Dysfunctions of A Team – Flashcards
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Kathryn Petersen
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Position: New CEO
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Jeff Shanley
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Position:Former CEO, Director of Business Development
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Michelle "Mikey" Bebe
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Position: Director of Marketing
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Martin Gilmore
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Position: Chief Technologist
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Jeff Rawlins
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Position: Director of Sales
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Carlos Amador
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Position: Customer Support
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Jan Mersino
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Position: Chief Financial Officer
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Nick Farrell
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Position: Chief Operating Officer
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Kathryn Petersen
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Background: Age 57, MBA, from Cal State, Hayward. Military career, coach's wife. No tech experience
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Jeff Shanley
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Background: Raised most of the start-up monies for the company
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Michelle "Mikey" Bebe
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Background: Known in Silicon Valley as a brand-building genius
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Martin Gilmore
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Background: A founder of the company, has degrees from Berkeley and Cambridge
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Jeff Rawlins
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Background: mid-forties experienced salesperson
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Carlos Amador
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Background: Worked with Mikey previously and was introduced to the firm by her
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Jan Mersino
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Background: Critical to DecisionTech if the company goes public
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Nick Farrell
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Background: Former VP of at major computer manufacturer
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Kathryn Petersen
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Role at DecisionTech: Hired to build a team and make DecisionTech profitable
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Jeff Shanley
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Role at DecisionTech: Stepped down for the good of the company. Remains on the board.
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Michelle "Mikey" Bebe
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Role at DecisionTech: Build the DecisionTech brand
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Martin Gilmore
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Role at DecisionTech: Keeper of the Crown Jewels. Chief architect for the flagship product
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Jeff Rawlins
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Role at DecisionTech: Generate sales and revenue
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Carlos Amador
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Role at DecisionTech: Lead customer service in preparation for growth.
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Jan Mersino
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Role at DecisionTech: Stickler for detail; contains costs.
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Nick Farrell
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Role at DecisionTech: Spearhead DecisionTech's growth.
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Kathryn Petersen
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Early on, just listened and took notes. Later on she led meetings more assertively.
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Jeff Shanley
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Runs meetings by the book. Started/ended on time but nothing ever got done.
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Michelle "Mikey" Bebe
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In Meetings:Talkative and complained about DecisionTech. Tendency to be sarcastic and "rolls her eyes" in disgust
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Martin Gilmore
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In Meetings:Doesn't participate in meetings. Always on his laptop checking email. Sarcastic
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Jeff Rawlins
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In Meetings:Never rude and always agreed to do what staff asked, (but rarely actually does it)
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Carlos Amador
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In Meetings:Spoke very little but does make important contributions. Reassures others.
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Jan Mersino
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In Meetings:Not trusting of Kathryn, always speaks her mind
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Nick Farrell
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In Meetings: Can be sarcastic and rude
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Kathryn Petersen
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Perceived by Others: An outsider with little or no preparation for leading a tech company. Unconventional leadership style
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Jeff Shanley
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Perceived by Others: Ineffective as a manager.
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Michelle "Mikey" Bebe
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Perceived by Others: Rude and socially inappropriate; the least popular member of the staff
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Martin Gilmore
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Perceived by Others: Arrogant and condescending. Intellectually intimidating.
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Jeff Rawlins
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Perceived by Others: Flaky
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Carlos Amador
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Perceived by Others: Low maintenance.
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Jan Mersino
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Perceived by Others: "Bean Counter" Controlling
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Nick Farrell
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Perceived by Others: Comes across as arrogant
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Kathryn Petersen
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Major Strengths: A gifted team builder, Petersen can cut through details to find the central issue.
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Jeff Shanley
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Major Strengths: Networking and ability to raise money
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Michelle "Mikey" Bebe
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Major Strengths: Great talent and prior accomplishments
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Martin Gilmore
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Major Strengths: Brilliant Designer Most knowledgeable about the tech industry.
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Jeff Rawlins
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Major Strengths: Builds good relationships with customers
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Carlos Amador
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Major Strengths: Willing to take on the most unattractive jobs without complaining
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Jan Mersino
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Major Strengths: Management skills and attention to detail
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Nick Farrell
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Major Strengths: Fearless when negotiating. Pushes partners and vendors to do more.
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Kathryn Petersen
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Major Weakness(es): Not very good at making public speeches
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Jeff Shanley
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Major Weakness(es): Fear of failure. Over engineers things and then does them himself
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Michelle "Mikey" Bebe
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Major Weakness(es): Poor social skills and defensiveness
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Martin Gilmore
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Major Weakness(es): Doesn't know how or like to deal with others at anything but an intellectual level
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Jeff Rawlins
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Major Weakness(es): Lacks follow-through and commitment.
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Carlos Amador
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Major Weakness(es): Often fails to give progress reports. Holds back too much at meetings.
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Jan Mersino
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Major Weakness(es): More fiscally conservative than she should be.
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Nick Farrell
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Major Weakness(es): Alienates or angers co-workers and teammates.
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Absence of Trust
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Dysfunction Related Issue: Invulnerability
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Fear of Conflict
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Dysfunction Related Issue: Artificial Harmony
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Lack of Commitment
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Dysfunction Related Issue: Ambiguity
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Avoidance of Accountability
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Dysfunction Related Issue: Low Standards
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Inattention to Results
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Dysfunction Related Issue: Status and Ego
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Absence of Trust
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Dysfunction Team Characteristics: Conceal weaknesses and mistakes from each other
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Fear of Conflict
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Dysfunction Team Characteristics: Back channel politics and personal attacks
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Lack of Commitment
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Dysfunction Team Characteristics: A breeding ground for the fear of failure
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Avoidance of Accountability
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Dysfunction Team Characteristics: Team misses important deadlines and key deliverables
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Inattention to Results
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Dysfunction Team Characteristics: Team members are easily distracted
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Absence of Trust
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What Leaders Can Do: Risk losing face so that subordinates will also take risks
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Fear of Conflict
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What Leaders Can Do: Exert restraint when team members engage in conflict
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Lack of Commitment
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What Leaders Can Do: Help team members become more comfortable with decisions, even if they go wrong.
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Avoidance of Accountability
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What Leaders Can Do: Allow the team to become the primary mechanism of discipline.
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Inattention to Results
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What Leaders Can Do: Reserve rewards and recognition for those who make real contributions to team success.
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Absence of Trust
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Other Techniques: Use the personal history exercise to break down resistance
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Fear of Conflict
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Other Techniques: Mining helps extract hidden disagreements Real time permission means that some conflict is necessary
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Lack of Commitment
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Other Techniques: Low risk exposure and "worst case scenario analysis" can help overcome fear of failure
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Avoidance of Accountability
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Other Techniques: Publish goals and standards of performance. Review key decisions during a meeting and who needs to communicate them and to whom.
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Inattention to Results
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Other Techniques: Publish results of goals. Shift rewards from individual to group performance.
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Politics
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an environment where people choose their words and actions based on how they want others to react rather than based on what they really think
