Book: Patrick Lencioni “The Five Dysfunctions of a Team”

I’ve already written about Patrick Lencioni and my introduction to his books two years ago, so there’s no need to repeat myself. In that same review, I mentioned that the first book of his I read was the bestseller The Five Dysfunctions of a Team, written in his favorite genre—a business novel. To briefly remind you what that genre is: the book is presented as a work of fiction, but it addresses a specific business problem, and throughout the narrative, it shows how the fictional characters solve that problem. At the end, the author usually summarizes the key points in a more straightforward, business-like manner.

Recently, during a discussion, I found myself referring to several of Patrick’s ideas from this book. I decided to open it again to find the exact quotes, and the book immediately pulled me in. I read it over just two or three evenings before bed, even though I was already familiar with the content. However, I thoroughly enjoyed revisiting the concepts, applying them to my own experience and the realities of several of my clients (as I now work as a management and process consultant). I think I may have appreciated the book even more this time than when I first read it.

The plot of the book revolves around a tech company that is doing so-so, and the main investor decides to appoint a new CEO from the outside, and from a completely different industry no less. The new leader, Kathryn, initially observes how the team of top executives operates and then begins to gently but persistently introduce changes. Her goal is to transform a group of executives into a real team focused on a shared result.

The book does a great job of showing how simple observations during a few meetings can reveal obvious problems—ones that leaders often overlook or simply don’t think about. Patrick then builds his whole concept of a strong team around five key pillars. However, he approaches this from the opposite direction, pointing out the problems and how they impact teamwork. These five points aren’t equal in importance; instead, they’re structured like a pyramid. At the base is the most crucial element, the one you must start with. This means that if you don’t address problem 1, there’s no point in tackling the rest—it’ll be like a poultice on a wooden leg.

So, what are the problems Lencioni considers most dangerous for a company? I’m afraid I can’t share the book’s illustration, but I’ll describe them in my own words, going from the bottom to the top of the pyramid, starting with the fundamental dysfunction:

1. Mutual distrust. If distrust flourishes within a team, employees will be afraid to admit mistakes, and consequently, they won’t report them. People begin to feel vulnerable, which leads to even more withdrawal. In such cases, you only learn about the true state of affairs when it’s too late to fix anything. Distrust can lead to excessive bureaucracy and micromanagement, which in turn decreases employee motivation. This is why TRUST is the cornerstone of building any healthy and productive team.
2. Avoidance of conflict. People often believe that conflict is inherently bad. However, in reality, the harmful conflicts are those where personal attacks and accusations are made, where personal grievances overshadow the actual problems of the team, product, or company. On the other hand, productive conflicts—where people discuss different viewpoints and arguments—lead to the emergence of new, better solutions. Often, these are ideas you might not have considered without the conflict. If people always agree on everything, it’s a false consensus. In the absence of trust, people are afraid to voice their own opinions or worry about offending someone with their words. It becomes easier to seemingly agree with what someone else says rather than engage in a debate.
3. Lack of accountability. Often, leaders explicitly or implicitly encourage a lack of accountability within the team. Clearly defined deadlines and responsible parties aren’t about distrust; they’re about clarity and the commitment to a common goal. When someone in the team fails to fulfill their commitments, it leads to uncertainty—you never know if a task will be completed or if you’ll be able to meet the project deadline, which happens when people aren’t held accountable. This often stems from false consensus: if you don’t believe in the decision, you’re unlikely to fully commit to executing it.
4. Low standards for others. This is, in a way, an extension of lack of accountability. When people allow themselves or their team to be unaccountable, they won’t hold others to high standards either—after all, they wouldn’t want anyone to find out that they too have fallen short. This “not my problem” mindset becomes more entrenched within the company, inevitably leading to a decline in overall standards and performance.
5. Indifference to collective results. At the top of the pyramid is this ultimate dysfunction, a consequence of the previous four: when most people simply don’t care about the overall outcome. If the collective result doesn’t matter to you, you’ll focus on the only thing that seems worthwhile in this scenario: promoting yourself. This leads to a rise in careerism and selfishness at the expense of everything else.

One could argue (constructively) about the methods the author suggests for tackling these dysfunctions, but I fully agree with the logic behind the pyramid structure. That’s why in my teams, it has always been important to build from trust and then address the other issues in sequence. Of course, not everything always works out perfectly, but if you’re willing to openly discuss these matters, problems will be resolved, and results will be achieved.

If this logic resonates with you too, I highly recommend reading the book. It offers plenty of enjoyment by showing, in detail, how the hypothetical Kathryn tries to instill healthy principles in her team, and what she does when a “weed” needs to be cut out.

Through the novel format, Patrick Lencioni effectively demonstrates the process of initially assessing the situation, building a plan of action, and implementing it.

My rating: 5/5

Partick Lencioni “Five Dysfunctions of a Team”

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