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The most commonly observed obstacle to effective teamwork is...
The_most_commonly_observed_obstacle_to_effective_teamwork_is_achieving_vulnerability.docx
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The most commonly observed obstacle to effective t...
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The most commonly observed obstacle...
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Page 1
The most commonly observed obstacle to effective teamwork is achieving
vulnerability-based trust. As Lencioni points out, “most successful people learn to be
competitive with their peers, and protective of their reputations” (Lencioni, 2002, p. 196).
While there may be “healthy” competition, the moment when trust is undermined in the name
of getting ahead, it completely shatters a team’s overall performance. Ken Blanchard states,
“Our adversary is waiting every day to get us to be ego-driven, to be self-serving” (Kouzes &
Posner, 2004, p. 115). The only trust one can have with a self-serving leader in a team is
beginning to trust he or she will continue to be self-serving.
In my personal experience, this took a lot of time and a lot of hard work to get past a
lack of trust. Nancy Ortberg recommends laying a foundation of trust, and only then can
people
individually
do their best (Kouzes & Posner, 2004, p. 89). I have found where there is
no foundation of trust, distrust starts to breed more distrust. While I was still in the Navy, I
had a team leader who just always seemed like he was out to get me. I felt that I was
constantly doing something wrong. I felt no matter how many times I had done it right
before, he would have to go check and look over my work to see if I did it right. It was
simply limiting and discouraging to feel like anything and everything you do is questioned. I
even started talking against him with my peers before I finally broke out and confronted him
by stating how I felt. I let him know that I was beginning to perform less because I felt like he
expected I was doing a bad job. To my surprise, he said he thought I was doing such a good
job he felt like he wanted to catch me slack off just once, but could never find it. All that time
I had wasted feeling distrusted could have been avoided by just making myself vulnerable
and confronting him earlier.
Lencioni advocates the role of the leader (in a team with an absence of trust) is to
demonstrate vulnerability first. However, I have come to find out that while the leader may
help speed the process of trust up, being vulnerable is something anyone on the team has the
power to start. Jesus said himself that he came to serve and not be served (Holy Bible,
Matthew 20:28). So, if we are to perform well on teams, we must not be intimidated to show
how we really feel or worry about how humbling ourselves before others in service will make
our reputations look.
References
Holy Bible: ESV Bible
. (2016). Crossway Books.
Kouzes, J. M., Posner, B. Z., & Kouzes, J. M. (2004).
Christian Reflections on The
Leadership Challenge
. San Francisco, CA: Jossey-Bass.
Lencioni, P. M. (2002).
The Five Dysfunctions of a Team.
New York, NY: Wiley-Blackwell.
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