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The story of the CEO who reorganized a broken executive team in Silicon Valley can be applied to other business environments in several ways. Firstly, the CEO's approach of encouraging team members to share personal stories can be used to build trust and camaraderie in any team, regardless of the industry or location. Secondly, the use of diagnostic tests to understand team members' behavioral tendencies can be a useful tool for managing and improving team dynamics. Lastly, the CEO's persistence in fostering open and warm conversations, despite resistance from some team members, demonstrates the importance of consistent leadership in driving cultural change.
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Petersen began her first activity of the day, asking each member to answer five non-intrusive personal questions. One by one, members opened up about their childhood hobbies, their first job, hometown, etc. Nearly every answer contained something other members didn't know about their peers before. In just forty-five minutes, the team seemed to feel warmer and more at ease. The group spent the next few hours reviewing their behavioral tendencies based on diagnostic tests. Surprisingly, the warm conversations continued into the evening. Everyone participated except Michelle Bebe, who sat alone and rolled her eyes at remarks.
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Patrick Lencioni, who has coached hundreds of CEOs and Fortune 500 companies’ crews, presents a powerful model to overcome the “five dysfunctions” and...
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