Latest / Topeka Bible Church Audio Archive / November 16, 2017 | Men Of Success - Fall 2017, Session 9 - The Five Dysfunctions Of A Team

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November 16, 2017 | Men Of Success - Fall 2017, Session 9 - The Five Dysfunctions Of A Team · Topeka Bible Church Audio Archive

• 0:00
  SPEAKER_04: All right, men.
• 0:01
  SPEAKER_04: Good morning.
• 0:05
  SPEAKER_04: Good job for going the distance and uh coming to the last men of men of success for this semester.
• 0:13
  SPEAKER_04: Uh too many empty tables this morning, though.
• 0:15
  SPEAKER_04: Where Jim was sitting with us that the guys must be protesting the fact that it's ending at this point.
• 0:22
  SPEAKER_04: So it didn't show up.
• 0:23
  SPEAKER_04: But uh glad you all were here.
• 0:24
  SPEAKER_04: Another great breakfast from Tom, kind of learning about the secret ingredients and technique for making pancakes like this.
• 0:32
  SPEAKER_04: So maybe Tom will share with you sometime.
• 0:35
  SPEAKER_04: All right, so uh kind of interesting to be ending on uh dysfunctional teams.
• 0:41
  SPEAKER_04: How many of you I know you've all been involved in teams, and I'm sure there have been a few of them that have been dysfunctional.
• 0:46
  SPEAKER_04: And as I was reading through that, uh it's like, gee, I just kind of experienced some team dysfunctionality here just within the last week or so, you know.
• 0:55
  SPEAKER_04: So but um you know we all like it when we when we're part of great teams, and uh especially if we can identify the elements that uh that make for great teams.
• 1:06
  SPEAKER_04: So uh start back up on the uh 11th of January.
• 1:11
  SPEAKER_04: Everybody have great Thanksgiving and Christmas, great holiday.
• 1:13
  SPEAKER_04: I'm gonna turn it over to Derek and Jim.
• 1:16
  SPEAKER_03: Thanks, buddy.
• 1:17
  SPEAKER_03: Sure appreciate it.
• 1:18
  SPEAKER_03: Thank you, Tom, for this breakfast.
• 1:22
  SPEAKER_03: Those uh pancakes.
• 1:24
  SPEAKER_03: Um he was telling me some of that good stuff they put in it.
• 1:27
  SPEAKER_03: No wonder they're sweet.
• 1:28
  SPEAKER_03: You don't even need syrup for those puppies.
• 1:32
  SPEAKER_03: Uh so let's see in sports news.
• 1:37
  SPEAKER_03: Jayhawks survive offshooting night.
• 1:40
  SPEAKER_03: That's putting it mildly.
• 1:43
  SPEAKER_03: I was up there with my three sons, and and uh man, we talked afterwards, we our guts were so tight because it was such a painful game to watch.
• 1:53
  SPEAKER_03: You needed album on your team last night.
• 1:55
  SPEAKER_03: Yeah, we needed something on our team to hit a shot.
• 1:58
  SPEAKER_03: But yeah, we were hoping to win by 40, but uh we won by four.
• 2:03
  SPEAKER_01: What's the deal with this this guy who's who got suspended and couldn't play in the game?
• 2:11
  SPEAKER_03: Oh, that's up with him.
• 2:12
  SPEAKER_03: A little scary.
• 2:14
  SPEAKER_03: Uh, there's a guy named Billy Preston who was the number 10th ranked high school player last year, and uh he's um big guy, should be really good.
• 2:24
  SPEAKER_03: Um as you know he didn't play in the Tennessee State game because broke curfew.
• 2:29
  SPEAKER_02: Was it curfew and missing class or something like that?
• 2:32
  SPEAKER_01: So they suspended him for that.
• 2:34
  SPEAKER_03: So then he got he's driving this car around, got in a minor one car accident, but it appears that maybe a uh a booster may have given him that car.
• 2:46
  SPEAKER_03: So uh if that's true, uh he's in trouble.
• 2:50
  SPEAKER_03: So they're checking into that.
• 2:53
  SPEAKER_03: Yeah.
• 2:54
  SPEAKER_03: Les says he Les Les is the guy who gave him the card and told him not to drive it around.
• 3:01
  SPEAKER_03: Yeah, thanks, Les.
• 3:03
  SPEAKER_03: Just ruined them.
• 3:08
  SPEAKER_03: So we got the Chiefs who are on a bye week and get to play uh the New York Giants this week.
• 3:15
  SPEAKER_03: And uh they better not lose that game.
• 3:18
  SPEAKER_02: The Giants are if they lose, that'll be what, four out of the last five?
• 3:21
  SPEAKER_02: Yeah.
• 3:22
  SPEAKER_02: They've lost.
• 3:23
  SPEAKER_02: But don't even contemplate that.
• 3:24
  SPEAKER_02: The Giants aren't the Giants number one team in the league this year.
• 3:29
  SPEAKER_01: The Giants are they'll get first pick in the draft next year, though.
• 3:34
  SPEAKER_01: Okay.
• 3:35
  SPEAKER_01: They're number one for something.
• 3:37
  SPEAKER_03: So uh we've uh it's the ninth week and last week of the first semester.
• 3:41
  SPEAKER_03: We did eight books.
• 3:42
  SPEAKER_03: Uh does anybody remember?
• 3:44
  SPEAKER_03: I'm gonna run through these books that we've done.
• 3:46
  SPEAKER_03: Anybody here remember this one?
• 3:47
  SPEAKER_03: How full is your bucket?
• 3:49
  SPEAKER_03: Yeah.
• 3:50
  SPEAKER_03: Uh The Ideal Team Player by T by today's author.
• 3:54
  SPEAKER_03: Uh hold it.
• 3:55
  SPEAKER_03: That's today's book.
• 3:56
  SPEAKER_03: No, that's no, that was some.
• 3:58
  SPEAKER_03: That was that's in some ways my favorite book.
• 4:01
  SPEAKER_01: Yeah.
• 4:01
  SPEAKER_01: There's they're all my favorite.
• 4:04
  SPEAKER_01: Yeah.
• 4:05
  SPEAKER_03: For different reasons.
• 4:06
  SPEAKER_03: Remember those three things?
• 4:07
  SPEAKER_03: The ideal team player.
• 4:08
  SPEAKER_03: Do you remember any of the three things?
• 4:11
  SPEAKER_03: Humble?
• 4:13
  SPEAKER_00: Hungry.
• 4:13
  SPEAKER_00: There we go.
• 4:14
  SPEAKER_00: Unbelievable.
• 4:15
  SPEAKER_00: HHS.
• 4:16
  SPEAKER_00: Yeah.
• 4:16
  SPEAKER_03: Uh then we did QBQ, which stands for what?
• 4:20
  SPEAKER_03: Question behind the question.
• 4:22
  SPEAKER_03: Uh How the Mighty Fall and Why Some Companies Never Give In by Jim Collins.
• 4:27
  SPEAKER_03: Uh Andy Stanley moved to the principle of the path.
• 4:30
  SPEAKER_03: Remember that, where it's the path you're on will take you to a destination.
• 4:36
  SPEAKER_03: Uh Daniel Pink, we had two weeks on this because it's uh, you know, kind of uh it's a different kind of a success book about motivation.
• 4:44
  SPEAKER_03: I thought that was extremely helpful.
• 4:46
  SPEAKER_03: Last week, Halftime, Bob Buford.
• 4:49
  SPEAKER_03: And uh today, five dysfunctions of a team.
• 4:54
  SPEAKER_03: I like his books because they tell stories.
• 4:56
  SPEAKER_03: How many of you have read a Patrick Lincioni book?
• 4:59
  SPEAKER_03: Yes, yeah, they always so this is a story about uh a company in California and how they're falling apart, and they bring in a woman who's never done a high-tech company, Catherine, but because she knows how team operates this leader in the her in this leadership fable that he tells, um, it works out.
• 5:19
  SPEAKER_01: Did you leave out the slide about KU football?
• 5:22
  SPEAKER_01: I thought we were gonna.
• 5:23
  SPEAKER_01: John reminded me this morning.
• 5:26
  SPEAKER_01: That was gonna be our story for for all the examples.
• 5:31
  SPEAKER_00: Uh we'll put maybe it'll be posted online.
• 5:34
  SPEAKER_03: We'll see.
• 5:35
  SPEAKER_03: No comment.
• 5:36
  SPEAKER_03: Oh my goodness.
• 5:38
  SPEAKER_03: You're so awful.
• 5:41
  SPEAKER_03: Not finance, not strategy, not technology.
• 5:45
  SPEAKER_03: It is teamwork, says Lincioni, that remains the ultimate competitive advantage, both because it is so powerful and so rare.
• 5:57
  SPEAKER_03: That's an interesting do you agree with that?
• 5:59
  SPEAKER_03: That's an interesting question.
• 6:01
  SPEAKER_03: Do you agree with that statement?
• 6:04
  SPEAKER_03: So uh the five dysfunctions are starting at the bottom absence of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results.
• 6:16
  SPEAKER_03: So let's walk through these, okay.
• 6:17
  SPEAKER_01: Yeah, let's start at the base.
• 6:19
  SPEAKER_01: Okay, let's start at the base.
• 6:20
  SPEAKER_01: The absence of trust.
• 6:22
  SPEAKER_03: Which is evidenced, he says, by something called invulnerability.
• 6:29
  SPEAKER_01: Yeah, so if you guys, I mean this is this one's pretty obvious.
• 6:33
  SPEAKER_01: It's like, hmm, well, I don't know if that's really insightful.
• 6:37
  SPEAKER_01: Because obviously all relationships are based on trust.
• 6:40
  SPEAKER_01: Most people know that.
• 6:43
  SPEAKER_01: But when we start to think about it through the lens of our organizations, our companies, our teams, the groups that we're on, we know that when there's dysfunction, there's usually a lack of trust somewhere.
• 6:57
  SPEAKER_01: Either everybody on the team isn't, for whatever reason, able to share everything that they want to.
• 7:04
  SPEAKER_01: They could be fearful of different things, fearful of rejection, fearful that they may even lose their job if they say something that's contradictory to the leader.
• 7:14
  SPEAKER_01: They may be looked down upon because of their particular idea.
• 7:18
  SPEAKER_01: And all of these have to do with that trust factor of can we trust our leader?
• 7:23
  SPEAKER_01: Can we trust those people who are on our team?
• 7:25
  SPEAKER_01: And sometimes, unfortunately, we can't.
• 7:30
  SPEAKER_03: Yeah, true.
• 7:31
  SPEAKER_01: Which is not a good thing.
• 7:32
  SPEAKER_01: So I don't know if you've ever had no teams or situations like that where that absence of trust has been there.
• 7:40
  SPEAKER_03: Um let's let's chat a little, let's circle, circle the wagons around this.
• 7:49
  SPEAKER_03: There are a couple of interesting issues that he talks about, which you'll recognize immediately from your background as well, like I do.
• 7:57
  SPEAKER_03: One person can destroy.
• 7:58
  SPEAKER_03: One person is all it takes to destroy a team's trust, and consequently the decision-making process.
• 8:04
  SPEAKER_03: Example.
• 8:06
  SPEAKER_03: The person that talks in meetings and no one comments on his ideas because all he will do is defend his position until someone changes the subject.
• 8:17
  SPEAKER_03: That shuts a team down.
• 8:18
  SPEAKER_03: That's one example of how one person can destroy trust.
• 8:22
  SPEAKER_03: So, but he focuses, Lincioni focuses mostly on vulnerability.
• 8:28
  SPEAKER_03: And that would start with a leader where you admit your own mistakes.
• 8:33
  SPEAKER_03: You say, I was wrong, I made a mistake, I need your help.
• 8:38
  SPEAKER_03: And um, but in an absence of trust, you conceal your weaknesses from one another.
• 8:43
  SPEAKER_03: Let me uh here's a quote from the book.
• 8:45
  SPEAKER_03: Yeah So uh the new CEO says to her team great teams do not hold back with one another.
• 8:54
  SPEAKER_03: They are unafraid to air their dirty laundry.
• 8:57
  SPEAKER_03: They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.
• 9:02
  SPEAKER_03: And then uh later in this first chapter, teamwork begins by building trust, and the only way to do that is to overcome our need for invulnerability.
• 9:14
  SPEAKER_03: Do you find it easy to uh to confess weaknesses though in a circle of uh workers?
• 9:22
  SPEAKER_03: I mean, that's not all that easy.
• 9:24
  SPEAKER_01: I mean, I think confessing weaknesses and being vulnerable like that is difficult everywhere.
• 9:30
  SPEAKER_01: Yeah.
• 9:30
  SPEAKER_01: Whether you're one-on-one with your friend, or you're just sitting there and you're talking with your wife, or you're in you know, kind of a larger group context, it's hard to say, hey, I'm I'm struggling with this, or I'm not really good at this.
• 9:46
  SPEAKER_01: Especially in situations where we're expected to be.
• 9:50
  SPEAKER_01: We're expected to be good at communication, or we're expected to be good at um loving our wives really well.
• 9:58
  SPEAKER_01: And so when we're not doing those things well, it's tough to go and say, Hey, I'm struggling with this.
• 10:04
  SPEAKER_01: Can you can you help me with it?
• 10:05
  SPEAKER_01: Can you pray for me for this thing?
• 10:08
  SPEAKER_01: And I think a lot of that has to do with pride and and self-image because we don't want to look weak.
• 10:15
  SPEAKER_01: We don't want to look like we don't have it all together, especially in areas where we are highly expected to.
• 10:23
  SPEAKER_03: Have you noticed that in uh sports, uh after a game when somebody missed a free throw and lost their team the game, or quarterback throws an interception in the last minute, how rare it is when Aaron Andrews interviews the quarterback, they'll ever say, I blew it.
• 10:39
  SPEAKER_03: It's always like, well, you know, we need to we need to do better at blocking and tackling.
• 10:44
  SPEAKER_03: You know.
• 10:45
  SPEAKER_03: So anyway, so this is trust.
• 10:48
  SPEAKER_03: And to build trust, you need to identify and discuss your individual strengths and weaknesses, spend time in face-to-face meetings, need to go around the table, perhaps answering uh she had them answer three questions.
• 11:01
  SPEAKER_03: Where they grew up, how many siblings they have, where they fall in order, what was the hardest thing, hardest challenge in their childhood.
• 11:08
  SPEAKER_03: In this book, she had everybody at the in the team take the Myers-Briggs desk and uh so forth.
• 11:14
  SPEAKER_03: So these are trust exercises.
• 11:16
  SPEAKER_03: Any thoughts about that?
• 11:19
  SPEAKER_03: Uh and these things all relate to each other, right?
• 11:22
  SPEAKER_01: Yeah, so with this pyramid, it it starts at the bottom, that's that's kind of the base, and then each of the next four, like you said, they they build on each other, they tag on each other.
• 11:34
  SPEAKER_01: And I don't know about you, but this fear of conflict thing, that's one where where I get caught up.
• 11:40
  SPEAKER_03: Yeah, me too.
• 11:41
  SPEAKER_01: Because I absolutely I don't like conflict, I'd rather everything just be smooth, everyone just understands what they did wrong, and then they fixed it on their own, and we didn't have to you know do the whole conflict resolution thing.
• 11:54
  SPEAKER_01: Yeah, people just figure it out on their own.
• 11:56
  SPEAKER_03: That would be great.
• 11:57
  SPEAKER_03: So you have this artificial harmony, he says, and that on a team where nobody will actually really uh hold people hold back, he says they pick their battles.
• 12:08
  SPEAKER_03: And he his argument is that the most important place for conflict is in meetings.
• 12:12
  SPEAKER_03: And people go, why are there so meetings?
• 12:14
  SPEAKER_03: How many meetings?
• 12:14
  SPEAKER_03: The meetings are so boring, they don't matter.
• 12:16
  SPEAKER_03: And and he says it's not that they're too many meetings, it's that they're bad meetings.
• 12:21
  SPEAKER_03: They should matter, and the first 10 minutes should be the best.
• 12:24
  SPEAKER_03: So if you lead meetings, take that as a challenge.
• 12:29
  SPEAKER_01: Here's an interesting thing, and he he talks about this sometimes as he's talking about the book, but he talks about the company, Intel, and he's talking about the idea of consensus on a team, and how he's saying, you know, sometimes there's a lot of leaders, a lot of people who they they really want consensus about this decision or this idea.
• 12:50
  SPEAKER_01: And he comes back and says, consensus is almost impossible on a team when you have so many different ideas.
• 12:58
  SPEAKER_01: And so what they do at Intel, they have a kind of a quote or a phrase where they say, they're gonna disagree and commit to something.
• 13:06
  SPEAKER_01: So everyone's at the table, they've had the opportunity to share, but at the end of the day, a decision has to be made.
• 13:13
  SPEAKER_01: And so some of the people aren't necessarily going to like it, but as long as their ideas are heard, they're on the table, they've voiced everything they can, they know that the leadership, the team is making decisions that are going to hopefully be for the best of the company, that they will even get on board even if they have disagreed with or wasn't their idea that got presented or accepted.
• 13:37
  SPEAKER_03: Um so this desire to preserve artificial harmony, he says, stifles everything.
• 13:45
  SPEAKER_03: Um when I was uh senior in college, uh it was it was actually the best year in some ways talent-wise for a basketball team at Wheaton College.
• 13:56
  SPEAKER_03: And in fact, uh we scored over 90 points a game, which is still the highest in Wheaton history.
• 14:03
  SPEAKER_03: In fact, um a couple years ago, that team we got back together at Wheaton for a celebration.
• 14:10
  SPEAKER_03: And some of the guys went on to do some uh the coaches uh coach had two sons on the team, which is my story.
• 14:17
  SPEAKER_03: His oldest son was in my c my year, and he could really leap out of the gym, and he was a forward named Carrie Fund.
• 14:24
  SPEAKER_03: And his youngest son, Randy Fund, was a freshman.
• 14:26
  SPEAKER_03: He was a top scorer, he was quite a guard.
• 14:28
  SPEAKER_03: He ended up going on to become a coach for the Los Angeles Lakers for a couple years, and is presently uh uh in the front office for the Atlanta Hawks.
• 14:37
  SPEAKER_03: And uh and Randy got along with everybody, including his dad, but Carrie did not, and everybody knew it, but uh there was an artificial harmony that went on every day, and everybody was wishing that Carrie and his dad would just go behind a door somewhere and solve whatever issues they were having, and the whole thing blew up one day in practice.
• 15:02
  SPEAKER_03: I think we had we only lost a couple games, but um but in practice um something was unresolved between them, and uh the end of it was that the dad um was trying to get his son to pay attention to him, his oldest son.
• 15:20
  SPEAKER_03: And uh he was looking away, and the dad threw a ball at his son and he hit him with a ball.
• 15:26
  SPEAKER_03: It wasn't hard at all, he was just a two-handed chest passer.
• 15:30
  SPEAKER_03: And um and unfortunately, his dad then looked away, and his oldest son took the ball and threw it like a baseball hit his father in the head.
• 15:40
  SPEAKER_03: And um they both pretended that there was no problem, but you could just feel the rest of the teams thinking we have all this talent, we're fighting for the league championship, and we have this this sort of a this sort of an unresolved conflict issue that we wish would get resolved.
• 16:00
  SPEAKER_03: And um I don't know, you know, you can't predict how much that hurt us in the playoffs or anything, but but I I always feel like we could have gone farther than we did.
• 16:09
  SPEAKER_03: That's interesting.
• 16:12
  SPEAKER_01: It uh it kind of reminds me of in families as well, because families are teams and families can have dysfunction, and that situation that you're talking about reminds me that sometimes that even happens within our families, where there's some type of issue that's unresolved, either you know parent to child or parent and parent, or you know, however the relationship works out.
• 16:41
  SPEAKER_01: But because of that fear of conflict that we're talking about, sometimes that prevents the team from the family from thriving, from enjoying those that relational capital, um, building that like we should as a family.
• 16:57
  SPEAKER_01: And it it stems from that and it reminds me of how important it is for us to be able to one, trust one another and then be able to voice our our concerns, our opinions, our you know, whatever it is, without the fear that we're just gonna be, you know, slandered or shut down by the other person in order to help that team thrive.
• 17:18
  SPEAKER_03: Uh so how do you master conflict?
• 17:21
  SPEAKER_03: Well, he says it's all about trust again.
• 17:23
  SPEAKER_03: So so trust is the most important in a sense.
• 17:27
  SPEAKER_03: Conflict is the next.
• 17:29
  SPEAKER_03: And he says, um, so you need to foster conflict, and his strategy includes you need to acknowledge to everyone that conflict's required for productive meetings, establish ground rules, and uh give permission, even when conflict is happening, say, hey, this is good, this is okay in a meeting.
• 17:48
  SPEAKER_03: And um I'm it was a learning experience for me.
• 17:51
  SPEAKER_03: Uh, when I joined Jews for Jesus uh uh on the board, uh the the very first meeting, there was such an incredible conflict that broke out in the first two hours, where the chairman, where the uh where the head of Juice for Jesus, a famous guy at that point, basically, in my view, called this basically, without using the word liar, called a young guy, called a not a young guy, but called a young guy a liar.
• 18:19
  SPEAKER_03: And um so I grabbed that guy being a pastor, the only pastor on that board.
• 18:25
  SPEAKER_03: I grabbed him at the first break at 10 o'clock and I asked the young, the young guy, asked if I could talk to him.
• 18:30
  SPEAKER_03: So I took him to the back room and I said, Can I pray for you?
• 18:33
  SPEAKER_03: So we sat down and I said, Can I lay hands on you?
• 18:36
  SPEAKER_03: So I laid hands on him and I prayed for him.
• 18:38
  SPEAKER_03: And he goes, I said, Amen.
• 18:42
  SPEAKER_03: He said, Oh, thank you.
• 18:44
  SPEAKER_03: He says, What was that all about?
• 18:46
  SPEAKER_03: And I go, Well, moisture skulls you a liar, basically.
• 18:51
  SPEAKER_03: Oh.
• 18:52
  SPEAKER_03: He goes, I was in the Green Berets.
• 18:54
  SPEAKER_03: That was nothing, you know.
• 18:56
  SPEAKER_03: And uh so um, and I found I found out to my absolute shock that Jews for Jesus was this healthy place.
• 19:04
  SPEAKER_03: I don't know if you the Jews talk about themselves, Jewish people talk about themselves that way.
• 19:09
  SPEAKER_03: You know, they say there's 10 Jews, you have 15 opinions, because they'll some of them will actually, now that I'm the chairman of the board, we have a Jewish lawyer who will raise something, will argue for 20 minutes and and change everybody else's mind, and then start arguing after we agree with him, we'll start arguing the other way.
• 19:25
  SPEAKER_03: I want to kill him.
• 19:26
  SPEAKER_03: But but what happens is they have so much argument, and yet there's wonderful camaraderie at the end.
• 19:34
  SPEAKER_03: And I came back, and this just all started 15, 17 years ago.
• 19:38
  SPEAKER_03: I came back here and started running our meetings differently because I tended to hate conflict so much that I would quickly paper over even the slightest disagreement on our church board.
• 19:52
  SPEAKER_03: And I came back seeing the health in all of this back and forth arguing at times almost like a fist fight without some of you serve on boards, you know what I'm talking about here.
• 20:03
  SPEAKER_03: And and and and I think we have much more healthy board meetings now because I'm trying to stoke conflict rather than paper over it.
• 20:11
  SPEAKER_03: Does that make any sense?
• 20:13
  unknown: Yeah, no.
• 20:15
  SPEAKER_03: Uh third.
• 20:17
  SPEAKER_01: Lack of commitment.
• 20:18
  SPEAKER_03: As evidenced by ambiguity.
• 20:20
  SPEAKER_03: Yeah.
• 20:21
  SPEAKER_03: So this is what is this about?
• 20:23
  SPEAKER_01: Yeah, so this whole lack of commitment thing is is interesting because if you don't, and then again, this all builds on each other.
• 20:31
  SPEAKER_01: If you don't have the trust of the team, if you are afraid of conflict, things don't get said, people don't feel like they can voice, people tend to get isolated, which leads to then this a lack of commitment where people aren't bought in to the team fully.
• 20:48
  SPEAKER_01: They may be bought in for a little bit or only as it's advantageous for the individual, but the commitment level isn't there.
• 20:55
  SPEAKER_01: And so I can think of this, you know, situations on different sports teams that I've been on.
• 21:02
  SPEAKER_01: You know, there's always the kind of the behind closed doors conversations that happen, the side conversations that happen of, oh, I can't believe our coach did this or that, I can't believe he picked this person to play in this position, and all of this you know, disunities going on, but none of it's being spoken, none of it's being said, none of it's being talked about, which leads to people not being bought in.
• 21:27
  SPEAKER_01: And so when people aren't bought in, they don't work as hard, your production level goes down, people who maybe should be better at their positions or their specific role all of a sudden aren't because they don't have that, and it kind of goes back to last week that internal motivation, that internal drive to be able to do what's best for the team and not just what's best for themselves.
• 21:51
  SPEAKER_03: Sometimes you hear about this on a Sunday if you watch, you know, I know you're a football player, you watch NFL football, and suddenly they start talking, they say, Have you what you're watching a Des Bryant some other some other top receiver and that's all watch him he's not running out his routes and and what that is of course is is being proud he's he's angry because they're not giving him enough passes and so he's not fully committed to to the play that they run because uh you know and and then finally he explodes you get the conflict finally on the sidelines you're not throwing me the ball enough or you hear about it during the week so I think the sometimes you see lack of commitment from on the NFL.
• 22:32
  SPEAKER_03: So if people don't weigh in or debate during meetings this is very interesting I thought this is the best point in these chapters.
• 22:39
  SPEAKER_03: If people do not argue during meetings then they won't actively commit to the final decision.
• 22:45
  SPEAKER_03: Instead after the fact they'll go outside the room and say can you believe he said that or I'm not sure this is the best idea for us at this time or I'm not a hundred percent behind this.
• 22:55
  SPEAKER_03: So if people and then if people don't commit then the next one's going to be holding each other accountable.
• 23:01
  SPEAKER_03: So um what you need to do in the middle paragraph here is you have to the leader needs to say can each of you commit to this idea and and try to get a healthy debate.
• 23:14
  SPEAKER_03: So you have to uh um the last paragraph here I thought was a good buy-in does not require consensus members of great teams learn to disagree with one another and still commit to a decision so adopt a disagree and commit mentality make sure that everybody's committed regardless.
• 23:34
  SPEAKER_01: I will say that's that's so important.
• 23:36
  SPEAKER_01: That's one of the things I have a a student ministry assistant and her name's Lori and so we work together quite a bit for all the different youth things here at the church.
• 23:45
  SPEAKER_01: And one thing that has developed over the past couple of years is we we have this mentality where we trust each other we're not afraid of conflict with each other and we can both bring ideas to the table that are different and sometimes we even disagree on those ideas but we're at the point now where it's it's okay if we disagree on the ideas and we'll go with the idea that we think is going to be best for the ministry even if it wasn't our idea or even if we didn't think it was best but we can still commit to it because we've been able to weigh in on it.
• 24:19
  SPEAKER_01: We've been able to list out the pros and cons and have everything we need to be that we need to say about that situation or that decision said and then we can commit fully even though we didn't necessarily agree or um it wasn't our idea 100% of the way.
• 24:38
  SPEAKER_01: Yeah.
• 24:38
  SPEAKER_01: Which is really neat.
• 24:39
  SPEAKER_03: I like that too.
• 24:40
  SPEAKER_03: Okay uh finally commitment exercise if you're in charge of a a group or whatever uh he suggests taking the last five minutes of the meeting to go to a whiteboard and ask what have we agreed upon today and if there's no consensus provoke a further discussion but people need to record their commitments and so forth.
• 25:00
  SPEAKER_03: Avoidance of accountability commitment leads to being accountable.
• 25:05
  SPEAKER_03: If you're not accountable you have low standards.
• 25:08
  SPEAKER_03: This applies to all levels he suggests now the problem is nobody wants to hold other people accountable.
• 25:14
  SPEAKER_03: I mean that is so hard.
• 25:16
  SPEAKER_03: Leaders usually have the hardest time holding other people accountable.
• 25:20
  SPEAKER_03: Peer pressure however letting down a colleague actually motivates a team player more than fear of punishment or rebuke from the top isn't that interesting yeah the accountability team thing is tough.
• 25:32
  SPEAKER_01: I know it's it's tough for me I don't enjoy holding people accountable and and doing that type of thing.
• 25:40
  SPEAKER_01: And I think it's maybe more difficult when your entire team are all volunteers who they can leave anytime they want.
• 25:49
  SPEAKER_01: And so it's kind of adds a different layer to it and it's one of the differences that I notice from working at Target in that corporate environment to then being in the church and pretty much everybody I work with is a volunteer.
• 26:03
  SPEAKER_01: But it's still so important that we do it even though we may not like to do it because we know that it's important for leadership and for the the success of our team especially as it relates to all the other members on the team who when they notice something's wrong and they look at the leader and say well why isn't he doing anything about that that that to me is motivation even more so to to do it even when it's uncomfortable.
• 26:31
  SPEAKER_03: Isn't it clear how how trust has to start this process and then there has to be a willingness to disagree a conflict willingness or else you'll never get up to accountability.
• 26:42
  SPEAKER_03: So the need to to avoid interpersonal discomfort is what prevents team members from holding each other accountable for their behaviors.
• 26:51
  SPEAKER_03: He's all about peer-to-peer accountability rather than top to bottom so uh he says he says uh a boss can hold his or her direct reports accountable lots easier than peers can hold each other accountable but it's not nearly as effective.
• 27:09
  SPEAKER_03: I thought that was really interesting.
• 27:11
  SPEAKER_03: So embrace accountability uh and um explicitly communicate your goals and behavior and so forth.
• 27:18
  SPEAKER_03: Finally inattention to results all these things just sort of end up flowing up now his argument is that the reason you have inattention to results gets back to what you just mentioned pride ego people out to make sure that their branch let's say of the church that you know that the uh the youth program does great but I don't care about the small groups or anything else.
• 27:42
  SPEAKER_03: And that's really typical in businesses and churches and I don't know less you were nodding maybe maybe uh maybe in selling cars too by nature uh people tend to drift and will pay attention to other things if they're not held accountable.
• 28:00
  SPEAKER_03: For example a person who's more interested in personal growth and his or her own interests or departmental goals than the team results and that that gets dysfunctional.
• 28:12
  SPEAKER_01: Yeah I love the story he he talks about this story of the Chicago Bulls mid-90s when you know they're their rock stars are winning like 100 championships in 10 years or something and the year after Jordan left the the team was still held together they had a chance to to run at the finals and I don't remember uh which exact team they were playing but they the Bulls were down by a shot and they had like two seconds left in the game.
• 28:43
  SPEAKER_01: And so the coach gets them all in the huddle and Scottie Pippen's still on the team at this point and he's the best player on the team uh clearly but the coach says all right here's what we're gonna do on the last play we're gonna get the ball to Ku Coach and he's going to take the final shot because I think that'll give us the best opportunity to win and Scotty Pippen looks at him and says but I'm the best player I should get the ball and the coach says we're getting Ku Coach the ball and he's gonna take the last shot and Scotty's like no I'm the best player and then he says well if I'm not gonna get the ball then I'm not gonna play coach says all right you're in to the guy sitting on the bench Pippin sit down and they go and Ku coach gets the ball they they win the game and continue on in the in the championship but I love that because of some of there must have been a trust issue conflict issue lack of commitment uh maybe not some accountability on Pippen's part which led to the inattention to results because at the end for for Scotty it wasn't about the team result it wasn't about winning the game it was about what he was going to look like which is that that pride issue that you just talked about.
• 30:04
  SPEAKER_03: Yeah I remember that game very well and uh he got nailed for that but and then my Portland Trailblazers for some reason decided to trade for him because of his pride and because of his ego he he never was successful after uh after uh Jordan left yeah great story the true measure of a great team is that it accomplishes the results it sets out to achieve and so team members need to prioritize the results of the team rather than self.
• 30:34
  SPEAKER_03: So um strategies keep the team focused on tangible group goals and reward individuals based on team goals and collective success and his exercise establish some sort of a scoreboard he says focus on goals and objectives let's summarize these are the obstacles that at the end of the book he suggests that you look carefully to avoid if the leader is not truly committed to building a quality team then you're in trouble.
• 31:03
  SPEAKER_03: If team members are holding back you're in trouble.
• 31:06
  SPEAKER_03: If someone dominates your board meetings or your your team meetings that's a bad sign.
• 31:13
  SPEAKER_03: If team members are dispersed and don't spend much time together if a top performer isn't committed or interested in the team building process or if a team member actually is reporting to two different teams that's a summary he thinks of his book the role of the leader if you're the leader you need to be vulnerable.
• 31:31
  SPEAKER_03: That'll take help trust you need to demand debate that has to do with conflict you need to force clarity and closure confront difficult situations focus on collective outcomes make sense?
• 31:45
  SPEAKER_03: These are the five functions trust, conflict commitment accountability and results so um we have a bunch of summaries here second semester kicks off January 11th happy Thanksgiving Merry Christmas as Paul already said some of the books we'll look at next semester anybody heard of Chop Wood Carry Water?
• 32:08
  SPEAKER_03: Somebody just handed me that book there's a couple of young businessmen at church that are swearing by it.
• 32:14
  SPEAKER_03: The EMyt Revisited Four Disciplines of Execution Good to great introvert power boundaries for leaders those are some of the books we'll look at second semester.
• 32:24
  SPEAKER_03: Any of you familiar with one of those books yeah good so group discussion starters uh Derek I just jotted down in here maybe rate a team think of a team you work with and rate them in these five areas what's our level of trust does our team welcome conflict does everyone fully commit to decisions you hold each other accountable focus on results and success I think that's all we got today.
• 32:49
  SPEAKER_01: I would say too an exciting thing about this in in looking at is how these five dysfunctions and how that relates to the body of Christ how that relates to our relationship with God and how really it is it has to be based on trust.
• 33:05
  SPEAKER_01: We have to trust Jesus for our salvation we're trusting him that what he did was sufficient for us that it was that he was that substitution for us.
• 33:14
  SPEAKER_01: And if we miss out on that trust piece the rest of the relationships the body of Christ the brothers and sisters the serving the all that kind of stuff it doesn't work as well or maybe at all because our relationship isn't first and foremost built on that trust with God and when it's not that trust isn't there with God then it's really tough to be able to trust each other in the body of Christ no matter what um situation or facet that we're working in.
• 33:44
  SPEAKER_03: Let me pray for us uh Lord each one of us here uh is here because we want to be successful in in life in general in our Christian life want to be successful as husbands fathers as lovers as workers as leaders some of us as teachers and um so the reason Lord uh this semester that we have looked at these books is that we feel uh like that this will help us to become all that you want us to be in our lives.
• 34:16
  SPEAKER_03: I pray for each of these guys I pray for us uh some of us have marriages that are we got an argument perhaps last night and we ask that we would be wise leaders to go home and uh and uh rebuild trust and uh not to be afraid of conflict but uh but to move toward that positive result of um love and respect I pray for these guys in their workplaces many of them are leaders I ask that as they work with their team they would be able to isolate as they think about this book isolate some of the issues some of the obstacles that that need to be overcome Lord we want to be better people we want to be better Christians we want to be better lovers of you help us be that way by your Holy Spirit in Jesus' name amen