Every week, you’ll get insights and actionable steps to develop yourself physically, mentally, and emotionally
As we continue our week-long exploration of my top six Patrick Lencioni books, crafting their insights specifically for city managers, today we turn to one of his most renowned works, “The Five Dysfunctions of a Team.” While this book wasn’t written specifically for government organizations, its principles are remarkably applicable to the unique challenges faced by city management teams.
Lencioni identifies five interrelated dysfunctions that can undermine even the most talented teams. Let’s examine each through the lens of city management:
In city government, trust is paramount. It’s not just about trusting each other’s intentions, but also about being vulnerable and open about weaknesses and mistakes.
City Management Context: Department heads may be reluctant to admit mistakes or ask for help, fearing political repercussions or budget cuts.
Action Step: Foster an environment where admitting mistakes is seen as a strength, not a weakness. Start by being open about your own challenges and encouraging others to do the same.
Healthy conflict is crucial for effective decision-making, driving the collaborative problem-solving that excellent city management demands.
City Management Context: The public nature of many city government decisions can make team members hesitant to disagree openly, leading to artificial harmony and suboptimal decisions.
Action Step: Encourage respectful debate in your meetings. Make it clear that challenging ideas (not people) is not just accepted but expected for the city’s benefit.
Without active debate, team members struggle to buy into decisions, even if they feign agreement during meetings.
City Management Context: Department heads might passively resist decisions they didn’t openly debate, slowing the implementation of crucial city initiatives.
Action Step: End each discussion with clear agreements. Ensure everyone voices their commitment to decisions, even if they initially disagreed.
Team members hesitate to call out peers on behaviors that might hurt the team.
City Management Context: The siloed nature of city departments can make it difficult for leaders to hold each other accountable for city-wide goals.
Action Step: Establish clear, measurable objectives for cross-departmental initiatives. Regularly review these in leadership meetings, allowing peers to question and support each other’s progress.
This occurs when team members put their individual or departmental needs above the collective goals of the team.
City Management Context: Department heads might prioritize their own budgets or projects over the city’s overall strategic objectives.
Action Step: Clearly communicate city-wide goals and how each department contributes. Celebrate collective wins and address collective setbacks as a unified team.
Overcoming these dysfunctions isn’t a one-time fix but an ongoing process. Here are some strategies to build a more cohesive city leadership team:
By addressing these five dysfunctions, you can transform your group of department heads into a cohesive leadership team. This unified front is crucial for tackling the complex challenges facing modern cities.
Remember, the goal isn’t to eliminate all conflict or to always agree. Rather, it’s to create a team that trusts each other enough to engage in unfiltered, passionate debate about key issues. This kind of team can make better decisions, align their departments more effectively, and ultimately serve your city’s residents more efficiently.
As you reflect on these dysfunctions, consider: Which of these resonates most with your current city leadership team? What’s one step you can take this week to start addressing it?
Your role in fostering this environment is crucial. By consistently working to overcome these dysfunctions, you’re not just improving your team’s effectiveness – you’re setting the foundation for a more responsive, innovative, and successful city government.
