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00:00Hello, how are you? I am Brother Mario Alberto González Arreola, I am from Monterrey and I am arriving now.
00:15I've been here at home for two years. I've been in the community for about 20 years, and as a priest.
00:21I'll be 11 soon. Thank God. Well, this course I'm going to share
00:27With you, we are part of this Agapetoy leadership school where we propose foundations and tools
00:34so that you may develop into true leaders. We need leaders in the church. And indeed
00:40I don't know if you have already had to lead a group because this topic I'm going to give you
00:45Today it's about that. How to lead groups. And there's an author named Patrick
00:51Lencioni is American, in fact he is very Catholic and has written very good works
00:57Books on leadership. And in fact, that's what I'm going to teach you today in this class.
01:02It has to do with one of his books. This book is called The 5 Dysfunctions of a Team.
01:09You can see it here on screen. It's a very famous book, translated into Spanish, and...
01:13It's a very good tool for learning how to lead groups. In fact, the whole book...
01:21It's like a novel that tells the story of the problems of a startup company, because it has
01:27that teamwork is essential and that there are many difficulties. And the last chapter is the one that teaches me the most.
01:33This final chapter is like a recap of everything that was seen in that novel throughout
01:39of that invented story. That novel, then, to emphasize the important points.
01:45And his theory simply consists of saying that there are several very fundamental dysfunctions
01:51of a team to avoid. Now they are seeing it on screen in a synthetic way
01:55This man's theory, Patrick Lencioni's, on how to work in teams. And they see that in
02:01At the base of this pyramid lies something fundamental: a lack of trust. And then
02:07It keeps increasing, and on this basis other bases are added and laid so that...
02:15Finally, there can be a real follow-up on the results that are sought in the company.
02:23But this can be applied to any group. And so I'm going to tell you about this book that
02:27I think it's very good. Yes, I've had the opportunity to put some elements of it into practice.
02:33The book is true. It's not that easy, but it's very interesting and it does offer some very good...
02:39results because it makes a lot of sense, actually, it's quite coherent.
02:42So let's move on to the first dysfunction. And the first dysfunction that Patrick Lencioni talks about...
02:48That is, the foundation upon which a true team, a group of people in a
02:54same task, since it is the foundation of trust. When this trust is lacking in a team, then
03:01There are so many problems. Rumors are starting to circulate, power struggles are beginning,
03:07When gossip starts, misunderstandings begin to arise, and ultimately a lot of time and energy is wasted.
03:12in being able to work towards achieving the team's goal. So, the first principle he proposes
03:19It's trust. When this trust is absent, problems begin to arise. Especially because
03:28Sometimes we don't want to show vulnerability. We think that teamwork is something we do.
03:33That's why we have to be perfect. Each in our own role; I am the perfect economist.
03:38I am the perfect salesperson, I am the perfect manager, and ultimately we don't want to show vulnerability.
03:44And he says that's a mistake, right? We really need to open up and be able to trust each other.
03:53to air our own mistakes, our vulnerability towards others. But of
03:59In this way, creating a climate of trust within this team, they will not take advantage of that.
04:06Vulnerability of another team member to attack him, right? Everyone can express
04:11and to say what he really thinks with the confidence that he will not be attacked, that there is no other
04:18that it's trying to bite him or that it's trying to take his place. And that's what we're putting here.
04:23On the slide, see? Trust is the confidence that team members have.
04:27that their companions' intentions are good and therefore there is no reason to protect themselves
04:33or to act cautiously within the group. It's about feeling comfortable, about feeling at ease.
04:39Like in a family. Well, although sometimes there are families where you don't feel a family atmosphere either.
04:43Trustworthy, but the ideal family is this: a climate of trust where you can express
04:49what you truly feel, what you truly are, and that others will not take advantage of that.
04:54to attack you.
04:58Does it work? Teams that lack confidence waste a lot of time and
05:03of energy controlling their behavior and interactions within the group.
05:09So, how can trust be built within the group? The first thing he says is
05:14It's not easy to build. You need time, and above all, you need to truly share things.
05:21personal. One of the methods he proposes is sharing experiences. For example, when
05:26Someone speaks, ask a question for everyone, I don't know, tell us something that has marked your life.
05:32Childhood. And when someone speaks, no one can make fun of what they say, and we can't
05:38Not to use what he says and then revisit it. But simply to share what we are, that
05:44An experience that marked me in my childhood. It's an example, isn't it? After this tool
05:49to be able to express our personal experiences and authentic points of view in front of others,
05:57Well, he says, there are countless tools that can be used for this purpose. But
06:02Remember, it's about creating a climate of trust where everyone feels comfortable.
06:07and where the information shared will not be used for personal purposes and to attack
06:13to the other. As the leader, what should you do? I propose the following. The most important action
06:21that a leader must undertake to encourage building trust in a team is
06:26To first show vulnerability, one's own vulnerability. And I believe that's a vision
06:33our distorted view of leadership. Our vision of leadership is like that of a man.
06:37Perfect. But in reality, perfect leaders don't exist, and you don't have to be a leader.
06:43Perfect. Striving for good and perfection is very good, but actually recognizing yourself
06:48That you're not there yet, doesn't matter. So show yourself to be vulnerable, don't show yourself as
06:55The perfect one, but it shows that you too have doubts, you have questions and you have nothing
07:01There's something wrong with being a leader and having questions and vulnerabilities. The manifestation of weaknesses.
07:07It must be genuine on the part of the leader. This cannot be faked. One of the best ways
07:13Losing the trust of your team is like feigning vulnerability to manipulate emotions
07:18from others. People notice that. When you say, "Oh, that scares me," but
07:23You're not actually afraid, people notice. When you show your vulnerabilities,
07:29Be authentic, not fake, not the image others want them to have of you. And finally
07:36Leaders must create an environment where vulnerability is not punished. That's important.
07:43We also believe that when someone makes a mistake there should be consequences, but not necessarily. When there is
07:51Vulnerabilities don't have to be punished, unless it's sinful, unless it's
07:56Something objectively bad for the whole team. So yes, it should be punished, but the fact that it's not the case...
08:02Being vulnerable, being fragile, that shouldn't be punished. On the contrary, we have
08:07that we support each other as a team to move forward.
08:09And what is the connection to the second step? Remember that we are in a pyramid in
08:14where foundations are laid, right? So that in the end there is real follow-up.
08:18The team's main task is to obtain the results. Well, the connection
08:25Patrick Lección does the following dysfunction, which you see on screen.
08:31By building trust, the leader makes conflict possible. That is the second step.
08:37I'll explain it to you right now. Because the team members don't hesitate to engage in debates.
08:42passionate and sometimes emotional, knowing that they will not be punished for saying something
08:48which, in other circumstances, could be interpreted as destructive or critical.
08:54The second level, the second dysfunction, is when there are no real discussions, there are no
08:59in-depth discussions. But I'll explain that in the next video. In a moment.
09:04see you.
09:07Thank you.
09:08Thank you.
09:09Thank you.