SPECIAL MANAGEMENT PROGRAM October 26-27, 2010 New York City PATRICK LENCIONI BUILDING WINNING TEAMS

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1 SPECIAL MANAGEMENT PROGRAM October 26-27, 2010 New York City PATRICK LENCIONI BUILDING WINNING TEAMS

PATRICK LENCIONI Patrick Lencioni is founder and president of The Table Group, Inc., a specialized management-consulting firm focused on executive team development and organizational health.

2 PATRICK LENCIONI Patrick Lencioni is founder and president of The Table Group, Inc., a specialized management-consulting firm focused on executive team development and organizational health. He has been described by Ken Blanchard, author of the business classic The One Minute Manager, as fast defining the next generation of business thinkers. Lencioni is the author of six business books, including The Five Dysfunctions of a Team, which continues to be highlighted on The New York Times, BusinessWeek, Wall Street Journal, and USA Today bestseller lists. His other successes include Death by Meeting; The Four Obsessions of an Extraordinary Executive; The Five Temptations of A CEO; Silos, Politics, and Turf Wars; and The Three Signs of a Miserable Job. He has recently released a new book in his popular business fable series, Getting Naked. A sought-after consultant, Lencioni has worked with Southwest Airlines, New York Life, Microsoft, Charles Schwab, Amazon.com, Sam s Club, Cisco Systems, the U.S. Military Academy, West Point, and FedEx, among others.

LEAD, DEVELOP & STRENGTHEN YOUR TEAM FOR MAXIMUM PERFORMANCE Learn first-hand from teamwork expert, Patrick Lencioni, how to assemble and sustain winning teams.

3 LEAD, DEVELOP & STRENGTHEN YOUR TEAM FOR MAXIMUM PERFORMANCE Learn first-hand from teamwork expert, Patrick Lencioni, how to assemble and sustain winning teams. Join an exclusive group of senior executives as Lencioni leads interactive and profound discussion on teamwork theory, strategy and case study analysis during this two-day comprehensive seminar.

4 1 2 Pat describes the 4 disciplines that make a healthy organization What is your number 1 priority the team you belong to or the team you lead? Pat talks about what it should be and why it s often difficult DAY ONE :30 AM - 10:00 AM THE COMPETITIVE ADVANTAGE OF A HEALTHY ORGANIZATION Leading your organization to maximum competency Understanding the five dysfunctions of a team Identifying your team s potential dysfunctions BREAKOUT: Review of online team assessment 10:30 AM - 12:00 PM ADDRESSING FOUNDATIONAL AND ORGANIZATIONAL DYSFUNCTIONS Building trust on your team Encouraging productive conflict in your organization Creating commitment and organizational clarity BREAKOUT: Overcoming the dysfunctions 1:30 PM - 3:00 PM ACHIEVING COMMITMENT: ENSURING ALIGNMENT AROUND ORGANIZATIONAL CLARITY Identifying your core purpose, core values, and business definition Aligning values and strategy with your organization s specific needs BREAKOUT: Developing your strategic anchors

3 6 MAJOR ISSUES FOR A HEALTHY TEAM Patrick Lencioni The power of the kind truth: Why the experience of delivering the truth upward can tell you a lot about the organization in which you work.

5 3 6 MAJOR ISSUES FOR A HEALTHY TEAM Patrick Lencioni The power of the kind truth: Why the experience of delivering the truth upward can tell you a lot about the organization in which you work. 4 3:30 PM - 5:00 PM CREATING A CULTURE OF ACCOUNTABILITY AND RESULTS Minimizing silos by assuming joint ownership of objectives Holding team members accountable and attentive to the collective results of the team BREAKOUT: Formulating a unifying and cohesive rallying cry DAY TWO 5 6 8:30 AM - 10 AM GETTING RESULTS: PURPOSEFUL AND PRODUCTIVE MEETINGS Maximizing meetings for competitive advantage Creating the proper context for your meetings BREAKOUT: Making your meetings more effective 10:30 AM - 12 PM PERSONAL COMMITMENTS AND ACTION PLANNING Q&A and wrap-up Creating your individual action plan

THE FIVE DYSFUNCTIONS OF A TEAM A LEADERSHIP FABLE In this bestselling book, Patrick Lencioni describes the typical dysfunctions of a team and the different roles a good leader should adopt to solve

6 THE FIVE DYSFUNCTIONS OF A TEAM A LEADERSHIP FABLE In this bestselling book, Patrick Lencioni describes the typical dysfunctions of a team and the different roles a good leader should adopt to solve each one. THE ROLE OF THE LEADER Inattention to results Avoidance of Accountability Lack of Commitment Focus on Collective Outcomes Confront Difficult Issues Force Clarity and Closure 2 Fear of Conflict Mine for Conflict 1 Absence of Trust Go First! 1 Absence of Trust The fear of being vulnerable with team members prevents the building of trust within the team. 2 Fear of Conflict The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict. 3 Lack of Commitment The lack of clarity or buy-in prevents team members from making decisions they will stick to. 4 Avoidance of Accountability The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance. 5 Inattention to Results The pursuit of individual goals and personal status erodes the focus on collective success.

SILOS, POLITICS AND TURF WARS A LEADERSHIP FABLE ABOUT DESTROYING THE BARRIERS THAT TURN COLLEAGUES INTO COMPETITORS Silos are those invisible barriers that separate work teams and create

7 SILOS, POLITICS AND TURF WARS A LEADERSHIP FABLE ABOUT DESTROYING THE BARRIERS THAT TURN COLLEAGUES INTO COMPETITORS Silos are those invisible barriers that separate work teams and create organizational politics. In this book, Lencioni shares the tools for addressing departmental rivalry. Thematic Goal The single, temporary, and qualitative rallying cry; shared by all members of the team Defining Defining Defining Defining Defining The temporary, qualitative components of the thematic goal; shared by all members of the team Standard Operating Standard Operating Standard Operating Standard Operating Standard Operating The ongoing priorities of the organization; shared by all members of the team

8 There can t be a company in the land that doesn t claim to recognize the importance of effective teams as a foundation for strong results. Few, however, go beyond platitudes and lip service when it comes to actively improving how their teams function and perform. One man who has made it his mission to address this situation is Patrick Lencioni. It was as a management consultant at Bain & Co. that Lencioni realized just how many of the problems he was being called on to fix had at their core dysfunctional human relationships rather than fundamental issues with strategic planning or marketing. Determined to build on his insights, he set up his own consultancy firm, The Table Group, dedicated to helping organizations, and the people who work within them, become "healthier" and more effective. He has since gone on to write a number of bestselling books including The Five Dysfunctions of a Team, Silos, Politics and Turf Wars, and Three Signs of a Miserable Job. In this exclusive interview with HSM, Lencioni gets to the heart of what makes an effective and healthy team and debunks a few myths along the way. Discover why conflict in teams is good but competition is bad, why working effectively in teams involves overcoming our fundamental human nature, and why a healthy organizational culture is the most powerful competitive advantage a company can have. Interview by Chris Stanley DIAGNOSING DYSFUNCTIONAL TEAMS When you first go into a company that you are going to work with, how do you go about assessing if it s healthy or not? What are the things you look for? Every company is unhealthy. That s a fair, not a cynical, statement. It s like a marriage. Is there any marriage that says OK, now we are done? In the same way there is no such thing as a company that is no longer in need of improvement. Any company that calls us in already understands that and wants our help. That makes things a lot easier. Unfortunately or ironically, the companies that are healthiest are the ones that are more aware of that need for improvement and the ones that aren t don t call us. I used to say that I feel a little bit like a doctor who went into the profession in order to help people get healthier, but the only people that come to my practice are the ones that already have a pretty good health. What I end up doing is helping those wanting to get better. The truth is, there is not an organization we ve ever worked with that didn t have room for improvement. The question for us to figure out is where it lies and how much work we have to do to figure it out.

What are the most common problems that you see repeated over and over again? I see people wasting a lot of time talking about things that are not important.

9 What are the most common problems that you see repeated over and over again? I see people wasting a lot of time talking about things that are not important. The other thing I see is that they don t do nearly enough arguing - positive debate about important things. Too much time is spent dispassionately discussing unimportant things. Every meeting we have there should be something worth worrying about that makes that meeting worth having. And if there s something worth being concerned about, we should have some healthy angst. If we are in a meeting and we are bored, it means that we are not teeing up the important things. So you always encourage conflict. Definitely. Not conflict just for the sake of conflict, but conflict around whatever issue is particularly critical at that moment. If nothing is critical, then cancel the meeting. But I ve never seen a company that didn t have something worth debating, worth being concerned about. And why do you think you see people avoiding conflict in these meetings? What s going on there? I think they usually have this completely unjustified but very common concern that arguing during meetings is somehow politically and socially inappropriate. I wish I was saying something deeper or more thought provoking than that, but what it really comes down to is people thinking: Oh, I m not going to do that, I m not being a team player if I do that. There is actually nothing further from the truth. What we need are people who are not afraid to debate the important things. If we avoid those topics, we are not being responsible in terms of stewarding the resources that we have. There is not nearly enough confidence in organizations. Is competition within teams healthy? No. The definition of a team is that all their competitive focus is outside the team. I coach youth soccer. There s nothing more fun for the kids than having a drill where they get to keep scores. But ultimately they don t care if they win that. They really want to win the games they play against other teams. Inside competition really is a destroyer of teams unless it is short term, light hearted and contained. The idea of the Head of Marketing and the Head of Sales wanting to outdo one another, that is unhealthy. Sometimes the Head of Marketing s job is to sacrifice his department to make sales work better, knowing that the team at the end of the day is only going to value the collective score, not the individual one. An individually competitive, high-ego person is not usually a good team player. There is an argument that putting people into competition together will drive higher levels of performance. I think that s manipulative. I think you want to rally people around a greater good and get people to believe that they can accomplish something great together and getting them to help one another do that. That s so powerful. The truth is whether you are running an 11 year old s soccer team, or a family or a deli on the street corner or a multibillion dollar company, it s all about the same thing - getting people to think about the greater good ahead of their own needs. So, when you spot problems that a company might have and you mention this to teams or managers, do you find that people are open to change, or are they blind to what you are saying? I find that they are immensely open. They say: You are right! We definitely need to do this! But there is a big difference between understanding it and being able to act on it. It s very rare that somebody will say to me: No, I just don t think this is right, I think that s crazy, we don t need more conflict. But there s a big difference between getting it intellectually, and acting on it. If we can help organizations figure out how to act, then we go a long way to making real change. And what are some of the ways in which you can do that, to close that barrier between recognition and action? Well, the first thing we need to do is improve and increase the level of trust on a team. What we are doing when we try to build trust on a team is we are putting people in a position to become more vulnerable with each other. That means: Do people admit when they don t know the answers to things? Are people capable of acknowledging a mistake they made? Do they ask for help or are they willing to apologize? Are they completely human and honest about their flaws, their strengths and their mistakes? And if they are, that s what's going to enable them to engage in conflict. You just can t go into a team and say: Let s have more conflict. If they don t trust each other, they are not going to engage in conflict and they probably shouldn t. We increase trust by taking them through very specific, very applied activities that are geared towards getting people to become more open with each other. It s very applied and in a matter of hours we generally see the trust levels increase dramatically.

10 You have said you believe that humans are fundamentally self interested. I was therefore wondering how you think it s possible to overcome that fundamental element of human nature, to put the team s interest over your own interest. I don t think teamwork is natural. I do believe that people are generally going to look out for themselves. What you have to do is address the natural reason why people are like that. I also believe that people have a fundamental desire to work together in teams. However, that doesn t just happen naturally. You have to take people through somewhat painful and unnatural steps to get there. It s like a marriage. You don t get into a marriage thinking I m going to be completely vulnerable and open with this person. It takes time, and if you are not willing to put in the work, it just isn t going to happen. What we do is we help people do that while understanding initially that people are probably going to be more interested in their well being. We realized that s just the way human beings are. Can you give me an example of some of the companies who have fully embraced the importance of creating functional teams? Southwest Airlines is probably one of our favorite companies to talk about because they just get this. Southwest Airlines is one of the most financially successful companies in American industry over the past 30 or 40 years. And in a very difficult sector. Every competitor has tried to match their strategy or their tactics. But their biggest competitive advantage is that they have strong teams that are functional. There s another company here in the US called Chick- Fil-A that make chicken sandwiches. They are essentially a fast food company, although they don t like to call themselves that. People go to work there and stay their whole lives - they don t leave! They like being part of the team. They are very profitable, they are very successful, and demand for their products is through the roof. It s an extraordinary story, especially when you compare them, like Southwest Airlines, to their competitors. I mean, how many people think that working for an airline is a great job? How many people think that working in fast food is a great job? Yet these companies defy industry and conventional wisdom, and they do it precisely because they have built widely healthy cultures. There is no better competitive advantage that. But they are also patient companies, they are not overly opportunistic, they don t chase every opportunity they have, they have the discipline to say: No, that s not what we should be doing." It really is stunning. It s an amazing thing. If culture is something that no company can copy, then that s a huge competitive advantage I honestly believe that it s the ultimate competitive advantage. If you can create a sustainable culture of t e a m - work, trust and healthy, positive conflict, the end of the model is results. At the end of the day there is only one thing that makes a team great and that is that they actually accomplish what they set out to accomplish. It doesn t mean that they are the richest companies, it means that they are the most consistently successful ones. Is there anything different that a leader should be doing to make sure that their teams do come out stronger from the economic downturn? Absolutely. Now more than ever organizations should be taking down time - focusing on spending real time helping their teams understand what it means to be healthy. Are we really investing in making our organizations better when this situation improves? Or are we going to be reeling when we emerge out the other side? Now is the time to get your team out of the office - to really build it from the ground up. How are we going to invest in making this a real team? How are we going to be patient enough to do what we always knew we needed to do but always said we were too busy?

This program is designed for the participation of managers and their teams, as well as

Breakout sessions will provide practical structure to address and evaluate, individually or

REFER TO OUR TEAM TABLE RATES. BRING YOUR TEAM Patrick is a great speaker!

Catrin Diamantino, EC Group I really enjoyed this program.

11 This program is designed for the participation of managers and their teams, as well as individual attendees. Breakout sessions will provide practical structure to address and evaluate, individually or with your colleagues, the issues relevant to you and your organization. REFER TO OUR TEAM TABLE RATES. BRING YOUR TEAM Patrick is a great speaker! The ideas are simple to execute and get started on right away. Catrin Diamantino, EC Group I really enjoyed this program. I felt my questions were answered and I look forward to using this program with other teams. Thank you! Sukie Dhillon, Corrections Standards Authority Brilliant balance between great content and superb delivery. Incredibly thought provoking! Mark Vegh, Best Companies, Ltd.

12 DAY 1 7:45 AM AGENDA - 8:30 AM Welcome and Registration 8:30 AM - 10:00 AM 1. The competitive advantage of a healthy organization 10:00 AM - 10:30 AM Coffee Break 10:30 AM - 12:00 PM 2. Addressing foundational and organizational dysfunctions 12:00 PM 1:30 PM - 1:30 PM Lunch with Patrick Lencioni - 3:00 PM 3. Achieving commitment: Ensuring alignment around organizational clarity 3:00 PM - 3:30 PM Coffee Break 3:30 PM - 5:00 PM 4. Creating a culture of accountability and results DAY 2 8:30 AM - 10:00 AM 5. Getting results: Purposeful and productive meetings 10:00 AM - 10:30 AM Coffee Break 10:30 AM - 12:00 PM 6. Personal commitments and action planning 12:00 PM Program ends Three Ways to Register Phone am - 6 pm EST (If dialing internationally) Fax Click here to download a registration form Online Click here to register For more information, contact us at info.us@hsmglobal.com or visit hsmglobal.com/us/lencioni

13 GENERAL INFORMATION Dates & Venue October 26-27, 2010 Time & Life Building 1271 Avenue of the Americas, New York City Program Fee Regular Price: $2,000 th Until March 26 : Special Offer: $1,350 Click here to register Team Table: $6,600 (6 tickets) To receive this special offer, apply coupon code: SPL-MD0-CLIE-10 Each Attendee Will Receive Pat's recently published book, Getting Naked: A Business Fable About Shedding the Three Fears That Sabotage Client Loyalty Team Assessment Report (to be discussed during the program) Attendee Profile and Contact List Working Materials Meals Attendance Certificate DON T MISS Patrick Lencioni s Online Seminar: "Building a Healthy Organization in Challenging Times" Get it today and start training! Price: $99 FOR A LIMITED-TIME, Building Winning Teams attendees receive free access to this Online Seminar! PLUS - Check out Pat in action! Attend the Online Seminar and you'll receive a $99 credit toward your registration for the live event For more information on the Online Seminar, contact us at or info.us@hsmglobal.com

Silos, Politics, and Turf Wars

Silos, Politics, and Turf Wars Patrick Lencioni About the Author www.studyleadership.com 1 Patrick Lencioni is president of The Table Group, a San Francisco Bay Area management consulting firm, and author