About Five Behaviors

Team up with industry leading business and workplace learning experts

The Five Behaviors of a Cohesive Team™ is the result of the partnership between Wiley Workplace Learning Solutions and best-selling author Patrick Lencioni. Together we have created a team development program with a simple goal—to help team members understand, embrace, and put into practice The Five Behaviors:

  • 1. Trust

    BUILDING THE FOUNDATION OF A COHESIVE TEAM

    Trust can only happen when team members are willing to be completely vulnerable with one another. There is confidence among team members that their peers’ intentions are good and that there is no reason to be protective or careful around each other.

    How does a team build vulnerability-based trust?

    Using a behavior assessment like DiSC® can give team members deeper insights into themselves and their peers. It can help people understand each other and get comfortable being transparent about personal limitations.

  • 2. Conflict

    EMBRACING HEALTHY CONFLICT IS POSSIBLE WITH TRUST

    Even though many of us may naturally try to avoid conflict at work, by doing so, we’re missing out on the kind of passionate debates that are essential to any great team. All lasting relationships require productive conflict in order to grow.

    When team members build a foundation of vulnerability-based trust, conflict simply becomes an attempt to find the best possible answer. Productive conflict around concepts and ideas has the potential to produce the best possible solution in the shortest period of time.

    How does conflict help teams succeed?

    A team that engages in conflict minimizes politics and puts critical topics on the table for discussion. It also extracts the ideas of all members, helping to solve real problems quickly.

  • 3. Commitment

    BUYING IN ON DECISIONS DESPITE INITIAL DISAGREEMENTS

    In the context of a cohesive team, commitment is clarity around decisions, and the ability to move forward with complete buy-in from every member of the team – including those who initially disagreed with the decision. Great teams understand they must be able to commit even when the outcome is uncertain and not everyone initially agrees.

    How do different DiSC styles generally approach commitment?

    • D - coworkers have a take-charge attitude and want to make up their minds quickly.
    • i - coworkers rely on personal relationships and may be more apt to commit when they feel a sense of team spirit.
    • S - coworkers are careful decision-makers and want to be absolutely sure before they commit.
    • C - coworkers are swayed by objective information rather than emotion or intuition.
  • 4. Accountability

    CALLING OUT PEERS ON BEHAVIORS THAT MIGHT HURT THE TEAM

    It’s not uncommon for people to be unwilling to tolerate the interpersonal discomfort that accompanies calling out a peer on his or her behavior, preferring to avoid difficult conversations. Effective teams overcome these natural inclinations, opting instead to ‘enter the danger’ with one another.

    Applying peer pressure is a good thing when it comes to workplace teams. It gives team members a sense of feeling trusted and respected, and members feel a responsibility to get things done right.

    DiSC styles tend to prefer receiving productive feedback in different ways: 

    • - coworkers prefer a straightforward delivery. 
    • i - coworkers want a positive explanation.
    • S - coworkers prefer a considerate but direct delivery.
    • C - coworkers want a truthful, logical explanation.
  • 5. Results

    STAYING ACCOUNTABLE AND FOCUSED ON COLLECTIVE RESULTS

    The ultimate goal of encouraging trust, healthy conflict, commitment, and accountability is to achieve results. And yet, as it turns out, one of the greatest challenges to team success is the inattention to outcome-based results.

    Aren't all teams working toward results?

    Results would naturally seem to be the driving force behind a team. However, sometimes team status and individual status goals get in the way. A focus on team status occurs when merely being part of a group is satisfying enough, regardless of results. Individual status refers to the familiar tendency of people to focus on enhancing their own positions or career prospects at the expense of the team.

    The emphasis is on collective results. Great teams ensure all members, regardless of their individual responsibilities and areas of expertise, are doing whatever they can to help the team accomplish its goals.


PATRICK LENCIONI

Pat is the founder of The Table Group and the author of ten books that have sold over four million copies and been translated into more than 25 languages.  The Wall Street Journal called him one of the most sought after business speakers in America; he has addressed millions of people at conferences and events around the world over the past 15 years.  Pat has written for or been featured in numerous publications including the Harvard Business Review, Inc. Magazine, Fortune, Fast Company, USA Today, The Wall Street Journal, and Businessweek.

As president of The Table Group, Pat splits his time between his leadership and management duties, writing, speaking, and consulting to CEOs and their leadership teams.  Since founding the firm in 1997, Pat has worked with thousands of executives in organizations ranging from Fortune 500 corporations and professional sports teams to non-profits and churches.

Prior to founding The Table Group, Pat worked at Bain & Company, Oracle Corporation, and Sybase.  Pat lives in the Bay Area with his wife, Laura, and their four boys.

The Five Dysfunctions of a Team is the flagship book for Patrick Lencioni having sold more than 2.5 million copies. Told through a unique fable narrative lens, Pat's groundbreaking theory on teams focuses on collective team behaviors that lead to success. Reading the book is often the first step in launching a Dysfunctions teambuilding initiative.

  • Praise for Patrick and the Five Dysfunctions of a Team

    We have used this book to transform our culture and our bottom line.
    Donnie Smith, CEO, Tyson Food
    The Five Dysfunctions of a Team is a foundational part of our training and leadership development.
    Gary Kelly, CEO, Southwest Airlines
    Patrick Lencioni is one of the ten new gurus you should know.
    Fortune Magazine
    Mr. Lencioni delivers real-world practicality.
    The Wall Street Journal
    Diverse characters and realistic dialogue, together with his perceptive comments, drive the message home.
    Harvard Business Review
    Lencioni is adept at both entertaining and getting across his points with captivating stories.
    Fast Company


ABOUT WILEY WORKPLACE LEARNING SOLUTIONS

Wiley Workplace Learning Solutions (WLS) crafts products and services to help people become more effective in the workplace and achieve professional success throughout their career arc. We succeed by helping our customers succeed. We are determined to deliver professional services that are simple to understand and implement, and just as important, that work. We accomplish this by developing and maintaining a deep understanding of the market and competitive landscape from the customer’s perspective and continually include customers, their clients, and our authors in our product design and development process. We believe that this unique commitment to product development and customer engagement is absolutely essential to helping our customers build and develop their business. We support all of these efforts by focusing on the four crucial pillars of our market: our products, our platform (EPIC), our partners, and our brand. Highly respected, global Wiley WLS brands include Everything DiSC®, The Leadership Challenge® by best-selling authors Jim Kouzes and Barry Posner, and The Five Behaviors of a Cohesive Team by best-selling author Patrick Lencioni.


 

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Using The Five Behaviors of a Cohesive Team™ increased the performance of our leadership team after only a few hours. The custom discussion points and action plans are a perfect tool for us to continue our team development.
Sam Falletta, President / CEO, Incept
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