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While most organizations require their people to work in teams, few are able to truly capitalize on the strategic advantage of functional and cohesive teams. The process doesn’t have to be overly complicated, however.
Based on the bestselling book The Five Dysfunctions of a Team by Patrick Lencioni, this webcast will offer a simple, yet powerful framework that will help team members learn to work together more efficiently and effectively, leading to extraordinary business results. Attendees will:

Learn about the five behaviors of a cohesive team framework and how to apply it to their teams.
Access tips and tools for making teamwork their competitive advantage.
Discover wisdom from the New York Times bestselling author of The Five Dysfunctions of a Team, Patrick Lencioni.
 


The Five Behaviors of a Cohesive Team: Transforming Organizations With Teamwork

Based on the New York Times best-selling book,  The Five Dysfunctions of a Team by Patrick Lencioni, The Five Behaviors of a Cohesive Team™ is a model and workplace learning program that guides teams through a process towards improvement in five areas that are key to high-performing and productive teams.

Five Behaviors

April 2015 - TD Magazine

Team Building and Group Dynamics

Wiley creates products and services to help people become more effective in the workplace and achieve career success. We bring the ideas and best practices of thought leaders to life—serving workplace communities worldwide. Our highly respected global brands include:  Everything DiSC®, The Leadership Challenge® by best-selling authors Jim Kouzes and Barry Posner and The Five Behaviors of a Cohesive Team by best-selling author Patrick Lencioni.

EverythingDiSC

How do you measure success?  Sharon Wingron, CPTD, measures it by your “PEOPLE”:  Personal Excellence – Organizational Performance – Leadership Effectiveness.  As President and Chief People Officer of Wings of Success LLC, Sharon has been helping clients achieve success since 2002. Sharon and her team enable people to connect and thrive in the workplace by providing in-person and virtual assessment-based solutions which DevelopPEOPLETM.  She is a dynamic, authentic professional who delivers engaging presentations, skillful facilitation, insightful coaching and relevant resources.Sharon has demonstrated leadership in the Talent Development profession as the first member of the ATD Board of Directors to achieve the Certified Professional in Talent Development designation (CPTD, previously CPLP), by serving on the National Advisors for Chapters, by being an annual reviewer for the Excellence in Practice Awards, and be being one of a select group of facilitators for the ATD Master Trainer Program. Additionally, Sharon is a sought-after presenter at industry conferences including the ATD International Conference and Expo on topics including assessing and selecting psychometric assessments, utilizing DiSC and other assessments in Talent Development, and bringing Personal Excellence and Leadership Effectiveness into facilitation.Sharon is a leading Authorized Partner of the Wiley Workplace Solutions brands of Everything DiSC, The Five Behaviors of a Cohesive Team, and PXT Select. Her DevelopPEOPLE team is in in the top 1% of all Everything DiSC providers worldwide, supplying profiles, facilitation materials, and facilitator certification to thousands of people each year. She also is a Certified Coach and Associate of the Integro Leadership Institute's Trust-Inside assessments.Sharon lives on a lake outside of St. Louis, MO with her husband and two cats and boards her horse nearby. She enjoys boating, swimming, cruising, trail riding, and hanging out with her daughter and friends.

Sharon Wingron, CPTD

When people come to Gale Mote’s presentations and workshops, they usually leave with one key question: “Where does she get that energy?” For 25 years, Gale has been designing and delivering motivational workshops and training classes for all types of industries and organizations. Her firm, Gale Mote Associates, specializes in high-performance work cultures, team development, emotional intelligence, frontline manager training, and organization development consulting. Prior to starting her own company in 1990, Gale worked for various manufacturing enterprises including Del Monte, Square D Corporation, Quaker Oats, and Norand Corporation. In 2014, Gale received one of only four President and Provost Awards for Teaching Excellence from the University of Iowa. Gale has been twice honored by the YWCA Tribute to Women of Achievement. In 2005, she was awarded the Advanced Entrepreneur Award From Women Entrepreneurs in Cedar Rapids, Iowa. Gale is a four-time award winner for the Best of Cedar Rapids Award in the Industrial & Labor Consulting Services category by the U.S. Commerce Association. Gale is a Certified Professional in Learning and Performance by ATD and is also an ATD Master Performance Consultant. In addition, Gale is a Certified Coach and Facilitator for EQ-i 2.0, a psychometric assessment that measures emotional intelligence and its effect on people and the workplace. Gale is also an Authorized Partner with Five Behaviors of a Cohesive Team and is an Everything DiSC Authorized Partner. Everything DiSC is a transformational tool to help you understand yourself and others to have more effective relationships. She is a graduate of Coe College with multiple degrees in business, economics, and education. Gale holds a master’s degree in business administration from the University of Iowa, where she is an adjunct lecturer in the Tippie College of Business Professional MBA Program.

Gale Mote

Tom Bux is an L&D manager for an online retailer’s fulfillment center, where he is responsible for the training and development of more than 400 employees. Bux works with local workforce development boards and learning organizations to leverage regional resources to empower employees in their learning and career goals. He is certified in the Five Behaviors of an Effective Team and DiSC.

Tom Bux

How many times have we implemented learning or talent technology hoping it would shift behaviors and deliver on the promise of organizational transformation?
How many times has engagement and real behavior change fallen short of expectations?
For every buzzword and every new tech provider, there’s a laundry list of HR and L&D teams left with a lot of tech entanglement and, sadly, lackluster employee engagement.
What gives? During this webinar, Matthew Brown and Karen Clem will take you through:
• Getting to the heart of what employees want and how that aligns to company objectives
• Why empathy is so important to real transformation, engagement, and behavior change
• Understanding the difference between engagement and experience and how to get the results you want
• How to bring these elements together with a design-thinking methodology used to transform deep-seated, institutionalized behavior for the better.
 

Employees, Experience, and Empathy: Five Ideas to Help Design the Future of Work

Sales success starts with understanding—not selling. While many salespeople focus on pitching features or moving quickly to a proposal, those who consistently succeed are the ones who know how to uncover a prospect’s real reasons to buy.This is the heart of consultative selling: the ability to ask insightful questions, listen actively, and identify the business drivers that move a buyer to act. When done well, it transforms the sales process from a transactional exchange into a meaningful conversation rooted in value.Why Consultative Selling Drives Sales SuccessConsultative selling is more than just a sales technique—it’s a core competency that reflects how well a salesperson can create value through discovery. It requires skill in asking meaningful questions, interpreting both verbal and nonverbal signals, and guiding the conversation toward uncovering urgency, need, and impact.Strong consultative sellers don’t jump to a solution. They start by understanding the problem from the buyer’s perspective. This approach:Reduces stalled or indecisive opportunitiesHelps buyers self-identify urgencyDifferentiates sellers in competitive, commoditized marketsWhen a salesperson takes the time to understand the buyer’s world—their challenges, pressures, and desired outcomes—they’re able to position their offering in a way that resonates deeply. This not only builds trust but also increases the likelihood of progressing the deal forward.Organizations that invest in measuring and developing this skill see tangible improvements in performance. Win rates go up. Sales cycles shorten. Forecasts become more reliable because reps are working real opportunities—not hopeful guesses.Despite its importance, data shows that fewer than one in five sellers are truly proficient in consultative selling—highlighting a major area for improvement across most sales teams.Where It Fits in the Broader Skill SetConsultative selling is one of the Tactical Competencies in sales—the observable, coachable skills that help salespeople guide buyers through the sales process. These are the “doing” skills: what a rep says and does in the field to build credibility, diagnose problems, and move deals forward.While many sales training programs attempt to develop consultative behaviors, they often lack a baseline. Without clear measurements, it’s difficult to know who’s already strong, who’s improving, and who’s struggling. And without measurement, managers are left to rely on anecdotal evidence or personality cues rather than data.A rep who’s confident and articulate might seem consultative—but are they truly uncovering the prospect’s underlying business drivers? Are they asking follow-up questions that dig deeper, or are they just moving from script to script?How Do You Know if Your Team Has This Skill?Without structured evaluation, consultative selling often gets misdiagnosed. A rep might appear personable or polished in meetings, but that doesn’t mean they’re uncovering the real issues behind a buying decision.Years of sales performance data show a consistent pattern: top performers routinely uncover deeper buying motives earlier in the process. They’re more likely to ask questions that challenge assumptions, reveal hidden pain points, and reframe the buyer’s perspective. These aren't “soft skills”—they’re measurable behaviors that correlate strongly with win rates, sales velocity, and deal size.The most effective sales teams don’t rely on gut instinct to gauge whether someone is consultative. They use data to understand which reps are driving meaningful conversations—and which ones are simply checking boxes in discovery.Strengthen This Skill, Strengthen Your PipelineDeveloping strong consultative selling skills isn't just about teaching reps to “ask better questions.” It’s about helping them become true advisors—professionals who drive buyer clarity and create momentum.This often requires ongoing coaching, real-time feedback, and an objective view of each rep’s strengths and weaknesses. Sales managers who can identify consultative gaps early are better equipped to coach them and better positioned to build a pipeline full of high-quality, qualified opportunities.To see how consultative selling fits into the larger framework of sales excellence, explore the full set of 21 Core Sales Competencies. It’s a valuable resource for any organization looking to elevate performance through measurable skill development, and a proven foundation for building a high-performing, consultative sales force.

Uncovering a Prospect’s Reasons to Buy

The intent in writing this article is to raise awareness of the problem with leadership training the way it exists now and to encourage people like you to be a part of the solution. Your managers need help. They need help delivering results and doing it in a way that people feel good about. If you stop reading right now and go to work on solving that, our work here has been successful.The way most companies are training managers and supervisors isn’t working. The Harvard Business School recently published The State of Leadership Development Report. Take a look at these statistics their researchers uncovered:Seventy-five percent of organizations rate their leadership development programs as not very effective.Only 18 percent of organizations say their leaders are “very effective” at meeting business goals.A mere 19 percent of organizations say they are “very effective” at developing leaders at all levels.Pretty startling, huh? It gets worse. Imagine reading those reviews on a product that costs $400 billion dollars! That’s how much companies spend collectively on leadership training annually, according to Forbes. This isn’t an indictment of any one particular company’s approach or any HR or L&D professional reading this article. It’s simply a suggestion that the industry needs to take a step back and acknowledge there’s a problem. So, what’s going wrong? Here’s what the data says about what’s wrong with the current approach to leadership training in most organizations:Disconnected From Business OutcomesYour managers are paid to deliver results. And yet an audit of LinkedIn Learning’s leadership courses revealed 97 percent of the content never referenced business outcomes. How is that even possible? While managers need help learning how to do effective performance reviews, be a better coach, have hard conversations, and build trust, none of those things will matter if they can’t deliver organizational outcomes. More Is Not MoreLeadership training companies deserve a lot of the blame for the state of the industry. In trying to get L&D teams to pay large licensing fees for access to their content, they’ve decided to go with the “more is more” approach. We were a bit surprised to discover 947 courses on video gaming strategies in LinkedIn Learning’s manager training programs. Although the courses on acne removal and clown makeup caught us off guard too. We didn’t watch any, so we can’t comment much on their overall instructional design.When 75 percent of people rate their leadership development training as ineffective, we can safely presume “more is not more.” Your managers don’t need access to more content, they need less.Too Theoretical – Lack of Immediate ApplicationManagers don’t want two full days of content or three books to read. The way current training programs are structured doesn’t lead to retention or application. Multiple studies show the typical learner retains 10–20 percent of what they’re taught in a full-day class. They retain more than 80 percent of what’s shared in one hour. Our brains and bodies don’t like long meetings or classes. They’re inefficient.Humans learn best with a blended approach, in cohorts rather than alone, with start and end dates, and with things they can apply immediately. Lack of Accountability and Follow-UpOne of the four fundamental flaws with existing management training programs is a lack of built-in accountability and follow-up. All too often we’re onto the next class teaching a whole new set of behaviors or competencies when the manager forgets or neglects what was taught in the last one. When we say follow-up, we don’t mean an email a week or two after the course with some reminders. No, effective accountability and follow-up are facilitated discussions where managers share how they’ve been trying to lead differently and what obstacles they’re running into. Additional models or learning tied to the core competencies already taught are introduced, helping the learner improve their skills in that critical area.It’s Time for a ChangeLeadership is more than just a set of skills; it involves making critical decisions about when and how to apply those skills. Leaders often rely on a pattern of responses based on their past experiences. These can become habits that may not be effective in changing situations. This happens because unconscious encoding processes shape responses, especially under stress. Adapting behaviors requires conscious effort and openness, which can be challenging in the high-pressure environments many leaders face today.

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