Behaviors of a productive, high-functioning team

• Establishes Trust between team members• Engages in Conflict around ideas• Commits to decisions• Holds team members Accountable• Focuses on achieving collective Results• Is more fun to be on!

Line Managers and Project Managers • who wand to increase the performance level of their

teams• or work on conflict situations in their teams.

How it works Target Group

Five Behaviors of a Cohesive Team™ is a leading team development program

Five Behaviors Team Development

Team Development

• You will enable your team to improve team effectiveness and productivity through the understanding and application of The Five Behaviors™: Trust, Conflict, Commitment, Accountability, and Results.

• This assessment-based program focuses on putting The Five Behaviors™ model into practice. Additionally, two versions of the program are available: Powered by Everything DiSC® or All Types™ — two distinct personality models — which help participants better understand how individual personalities contribute to team development.

• Both are equally valuable in helping teams achieve greater effectiveness and productivity.

Duration• Workshop 2 days

Maximum team sizeUp to 20 persons

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• Trust lies at the heart of a functioning, cohesive team and can only happen when team members are willing to be completely vulnerable with one another. This includes saying things like “I’m sorry” or “Your idea was better than mine.” A personality assessment can help people gain insight on their peers and develop empathy, two important qualities that allow a team to build trust.

Details of Five Behaviors Team Development Model

TRUST: Building the foundation of a cohesive team

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• Conflict is naturally uncomfortable, but productive conflict focused on concepts and ideas is essential for any great team to grow. When teams have a foundation of vulnerability-based trust, conflict simply becomes an attempt to find the best possible solution in the shortest period of time.

CONFLICT: Engaging in healthy conflicts

• Commitment is clarity around decisions, not consensus. With commitment, teams move forward with complete buy-in from every team member –including those who may initially disagree.

COMMITMENT: Buying in on decisions

• It's easy to avoid difficult conversations, but calling out peers on performance or behaviors that might hurt the team is essential to productivity. By “entering the danger” with one another, team members feel trusted, respected, and responsible for getting things done right.

Holding team members ACCOUNTABLE

• It's easy to avoid difficult conversations, but calling out peers on performance or behaviors that might hurt the team is essential to productivity. By “entering the danger” with one another, team members feel trusted, respected, and responsible for getting things done right.

Focusing on collective RESULTS

Client Case: Plant Building Project Latin America (EPC, US$720m)

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Contact:Centerline Management Consulting GmbHKarl-Leitl-Strasse 14048 Puchenau bei Linz / AustriaThomas.Schleiss@centerlineconsulting.eu

• Multinational project team working together in this team composition for the first time, all highly experienced in their function.

• Complex split of work between onshore and local offshore part.

• Relatability of local sub-suppliers not always helping the project team to achieve the project targets.

• Difficult local situation, remote area and low security standards where putting high pressure on the daily work of the team members.

• Project language was English/Spanish, different language skill level inside the team

• High pressure on the team to accomplish the project on time and within quality and budget

• Low support by line functions from the offshore organization• Very difficult and aggressive sub supplier behavior • Extremely high standards by the client• Performance only on the individual level, not on the team level,

high amount of blaming, gossiping resulting in very demotivated team members close to team split-up

Situation prior to 5B team development

• Decision for intervention by line management with the aim to improve the overall team performance

• Workshop preparation with project manager, site manager and line manager (HO Global Site Management)

• Individual DiSC assessment and 5 behaviors team survey• On site reflection of individual DiSC profiles• Reflection of comparison reports between main conflict

partners (in pairs of two)• Reflection (2 day workshop) of 5 behaviors team map and

deduction of team action items• Support by line organization (project manager) to reduce

external disturbances

Intervention Design

• High awareness of individual behavioral aspects and how to communicate with other team members considering their DiSCstyles

• Setup of team rules and development of a trust baseline within the team• Highly increased team performance, visible to internal as well as external stakeholders especially to sub suppliers and client

Workshop Results