The Five Behaviors of a Cohesive Team
The Five Behaviors of a Cohesive Team
The Five Behaviors of a Cohesive Team™ has a simple goal: To facilitate a learning experience that helps professionals and their organizations discover what it takes to build a truly cohesive and effective team. The Five Behaviors profile, which provides both individual and team feedback, is grounded in the model described in The Five Dysfunctions of a Team, the internationally best-selling leadership fable by Patrick Lencioni. With this program, participants will learn how, as a team, they score on the key components of the model: trust, conflict, commitment, accountability, and results. Additionally, the program is powered by Everything DiSC®, a model that helps individuals to understand themselves and others better. Using these results, participants will be able to create a better, stronger team.
To gain this advantage, teams must:
Trust One Another
Engage in Conflict
Commit to Decisions
Hold One another Accountable
Focus on Achieving Collective Results
Customer-Centric Product Development
We like to think that our product development process is the secret to our success. We research, we storyboard, we build a full working prototype, we get extensive workshop feedback (from actual participants going through a program), and then… we start over again. And for each product, we do this until we get it right. It’s hard, but we do this because it’s the only way to ensure that the learner experience is as powerful as it can be. We are radically customer-focused every step of the way.
The Five Behaviors of a Cohesive Team grew out of a decade-long relationship with Patrick Lencioni and his colleagues at The Table Group. During our development process, we extensively tested and refined the program with more than 300 teams and 3,500 team members.
Assessment Validation
At the end of the day, the participant has to agree with his or her results. And while most assessments in our industry are just tested for internal reliability, we take it a few steps further. We look at things like test-retest (the stability of the tool), the correlations with other respected instruments, the correlations with outside observer ratings, and the correlations with actual work behavior. It’s a big investment, but we do it because this information is what allows us to refine the assessment and make sure we are getting the participant the most accurate results possible. Getting the assessment right is our very first job.
Who is the program designed for?
The Five Behaviors of a Cohesive Team assessment and accompanying material is designed for an intact team. Before choosing this program, consider the questions: Is the team really a TEAM? A team is a relatively small number of people (from three to twelve) who meet on a regular basis and are collectively responsible for results. The team members share common goals as well as the rewards and responsibilities for achieving them. Not every group is a team. For example, a group that appears to be a team might simply be a collection of people who report to the same manager, but who have relatively little interdependence and mutual accountability. If a group does not meet the criteria of a true team, this process is unlikely to produce the results they expect.
Based on the best-selling book The Five Dysfunctions of a Team
Over 2.5 Million Copies Sold
The Five Behaviors of a Cohesive Team™ has a simple goal: To facilitate a learning experience that helps professionals and their organizations discover what it takes to build a truly cohesive and effective team. The Five Behaviors profile, which provides both individual and team feedback, is grounded in the model described in The Five Dysfunctions of a Team, the internationally best-selling leadership fable by Patrick Lencioni. With this program, participants will learn how, as a team, they score on the key components of the model: trust, conflict, commitment, accountability, and results. Additionally, the program is powered by Everything DiSC®, a model that helps individuals to understand themselves and others better. Using these results, participants will be able to create a better, stronger team.
To gain this advantage, teams must:
Trust One Another
Engage in Conflict
Commit to Decisions
Hold One another Accountable
Focus on Achieving Collective Results
Customer-Centric Product Development
We like to think that our product development process is the secret to our success. We research, we storyboard, we build a full working prototype, we get extensive workshop feedback (from actual participants going through a program), and then… we start over again. And for each product, we do this until we get it right. It’s hard, but we do this because it’s the only way to ensure that the learner experience is as powerful as it can be. We are radically customer-focused every step of the way.
The Five Behaviors of a Cohesive Team grew out of a decade-long relationship with Patrick Lencioni and his colleagues at The Table Group. During our development process, we extensively tested and refined the program with more than 300 teams and 3,500 team members.
Assessment Validation
At the end of the day, the participant has to agree with his or her results. And while most assessments in our industry are just tested for internal reliability, we take it a few steps further. We look at things like test-retest (the stability of the tool), the correlations with other respected instruments, the correlations with outside observer ratings, and the correlations with actual work behavior. It’s a big investment, but we do it because this information is what allows us to refine the assessment and make sure we are getting the participant the most accurate results possible. Getting the assessment right is our very first job.
Who is the program designed for?
The Five Behaviors of a Cohesive Team assessment and accompanying material is designed for an intact team. Before choosing this program, consider the questions: Is the team really a TEAM? A team is a relatively small number of people (from three to twelve) who meet on a regular basis and are collectively responsible for results. The team members share common goals as well as the rewards and responsibilities for achieving them. Not every group is a team. For example, a group that appears to be a team might simply be a collection of people who report to the same manager, but who have relatively little interdependence and mutual accountability. If a group does not meet the criteria of a true team, this process is unlikely to produce the results they expect.
Based on the best-selling book The Five Dysfunctions of a Team
Over 2.5 Million Copies Sold