The Five Behaviors of a Cohesive Team™
The Five Behaviors of a Cohesive Team™ Take-Away Cards are excellent reinforcement aids used by participants after the session to help remind them about what they have learned. Each set contains 100 cards, 20 each of The Five Behaviors:
- Healthy and Unhealthy Behaviors (Conflict)
- Clarity and Buy-in (Commitment)
- Guidelines for Giving and Receiving Feedback (Accountability)
- Collective Results (Results)
One set of cards are included in the Facilitation Kit (enough for 20 participants).
Each cards is 3" x 5" and is two sided with valuable information and guidance addressing each of The Five Behaviors.
The Essence of the Five Behaviors Steps to High Performance...
Trust One Another
Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviors. They get to a point at which they can be completely open with one another, without filters.
Engage in Conflict Around Ideas
Members of teams who trust one another are not afraid to engage in conflict around ideas that are key to the organization’s success. They do not hesitate to disagree with, challenge, and question each other, all in the spirit of finding the best answers, discovering the truth, and making great decisions.
Committment to Decisions
Teams that engage in conflict around ideas are able to gain commitment to decisions, even when various members of the team initially disagree. That is because they ensure that all opinions and ideas are put on the table and considered, giving confidence to team members that no stone has been left unturned.
Hold One Another Accountable
Teams that gain commitment to decisions and standards of performance do not hesitate to hold one another accountable for adhering to those decisions and standards. What’s more, they don’t rely on the team leader as the primary source of accountability; they go directly to their peers.
Focus on Achieving Collective Results
Team members who trust one another, engage in conflict around ideas, gain commitment to decisions, and hold one another accountable are more likely to set aside their individual needs and agendas and focus on achieving collective results. They do not give in to the temptation to place their departments, career aspirations, or ego-driven status ahead of the collective results that define team success