【中文版在后面】

Lack of Leadership Cohesiveness is one of the top reasons Strategy Execution and Implementation fails. Cohesiveness is defined as the degree to which members of a group are bonded together in a united manner, characterized by mutual trust, commitment to group tasks, and a shared sense of purpose. This lack of cohesiveness can also be explained using my Five Dysfunctions of a Team.

Let's break down these five dysfunctions:

1. Absence of Trust - Invulnerability: When team members lack trust in one another, it fosters hesitancy in being open and vulnerable. This leads to a breakdown in honest communication and a tendency to hide weaknesses and mistakes.

2. Fear of Conflict - Artificial Harmony: In an environment lacking trust, team members are often apprehensive about engaging in constructive conflict or confronting challenging issues. This fear of conflict tends to result in superficial harmony and a failure to address crucial matters.

3. Lack of Commitment - Ambiguity: Without a healthy atmosphere for constructive conflict, team members may fail to wholeheartedly commit to decisions. This can give rise to uncertainty, indecision, and a lack of support for the chosen course of action.

4. Avoidance of Accountability - Low Standards: When there is a deficit in commitment, team members may neglect their responsibility to hold one another accountable for their actions and outcomes.

5. Inattention to Results - Status & Ego: The final dysfunction emerges when a team prioritizes individual goals or the status quo over collective outcomes. Effective teams concentrate on achieving shared objectives, but when this focus is absent, team performance and overall success suffer.

Here are some of the culture practices I've introduced and guided leadership teams through:

➡️Addressing the Absence of Trust: Encourage vulnerability and authenticity by sharing experiences and insights from failures and life lessons. Cultivate a culture of "failing fast forward."

➡️Tackling the Fear of Conflict: Implement culture practices like "Disagree and Commit" and "Constructive Confrontation." Equip leaders with the skills to engage in difficult conversations constructively and radical candor.

➡️Boosting Commitment: Foster commitment through inclusive leadership approaches such as consultative circles and leadership listening labs.

➡️Addressing the Avoidance of Accountability: Develop a culture of peer-to-peer accountability through co-sponsorships, peer coaching, and check-out accountability circles where each leader openly shares their commitment to the group.

➡️Focusing on Results: Shift the focus to shared balanced scorecards and goals that emphasize team results over individual achievements.

【中文版】

缺乏领导力凝聚力是执行和实施失败的主要原因之一 。凝聚力被定义为一个群体的成员以团结的方式团结在一起的程度，其特征是相互信任、对群体任务的承诺和共同的目标感。这种缺乏凝聚力也可以用我的《团队的五种功能障碍》来解释。

让我们来分析一下这五种功能障碍：

1. 缺乏信任 - 刀枪不入：当团队成员彼此缺乏信任时，就会在开放和脆弱方面犹豫不决。这导致了诚实沟通的失败，以及隐藏弱点和错误的倾向。

2. 对冲突的恐惧 - 人为的和谐：在缺乏信任的环境中，团队成员往往对参与建设性的冲突或面对具有挑战性的问题感到担忧。这种对冲突的恐惧往往导致表面的和谐和无法解决关键问题。

3. 缺乏承诺 - 模棱两可：如果没有健康的建设性冲突氛围，团队成员可能无法全心全意地致力于决策。这可能导致不确定性、优柔寡断和对所选择的行动方案缺乏支持。

4. 逃避问责制 - 低标准：当承诺不足时，团队成员可能会忽视他们要求彼此对自己的行为和结果负责的责任。

5. 对结果的不关注 - 地位和自我：当团队优先考虑个人目标或现状而不是集体结果时，最终的功能失调就会出现。有效的团队专注于实现共同的目标，但当缺乏这种关注时，团队绩效和整体成功就会受到影响。

以下是我介绍并指导领导团队完成的一些文化实践：

➡️解决信任缺失问题：通过分享失败的经验和见解以及人生教训来鼓励脆弱性和真实性。培养“失败，快进”的文化。

➡️解决对冲突的恐惧：实施“不同意并承诺”和“建设性对抗”等文化实践。为领导者提供以建设性和激进的坦率参与困难对话的技能。

➡️提升承诺：通过包容性的领导力方法，如咨询圈和领导力倾听实验室，培养承诺。

➡️解决逃避问责制的问题：通过共同赞助、同伴辅导和检查问责制圈，发展一种点对点问责制的文化，每个领导者都公开分享他们对团队的承诺。

➡️关注结果：将重点转移到共享的平衡计分卡和目标上，强调团队结果而不是个人成就。