100 Great Team Effectiveness Ideas , livre ebook

Marshall Cavendish International - Peter Shaw

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227 pages

English

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Most of us work in teams at work. This book provides prompts to enable teams to thrive and be effective in demanding times. There is a huge interest to ensure teams are effective. The speed of change has meant teams have to be quick to adapt. Information technology means that teams have access to much more information, but need to be able to use that information in a constructive and sure-footed way. Globalisation means that there are many more virtual teams which have to find ways of working quickly and effectively, while adapting to cultural differences about expectations and ways of working. Good team leaders are regularly looking for ways of equipping their teams to work effectively, whilst also ensuring there is time to reflect on longer term issues. There is a growing appetite to try new approaches and learn from the experience of others. The ideas in this book will provide a range of suggestions to help you calibrate how best you can be both an effective team leader and member. The book is designed so you can dip into the different sections. It is intended to be a practical tool for managers and leaders at any level, in any organisation, in any country.

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Employabilité, métiers et formations

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Publié par	Marshall Cavendish International
Date de parution	15 janvier 2015
Nombre de lectures	0
EAN13	9789814634595
Langue	English

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Extrait

Copyright 2015 Dr Peter Shaw
Published in 2015 by Marshall Cavendish Business
An imprint of Marshall Cavendish International
1 New Industrial Road, Singapore 536196
genrefsales@sg.marshallcavendish.com
www.marshallcavendish.com/genref
Other Marshall Cavendish Offices:
Marshall Cavendish Corporation. 99 White Plains Road, Tarrytown NY 10591-9001, USA Marshall Cavendish International (Thailand) Co Ltd. 253 Asoke, 12th Flr, Sukhumvit 21 Road, Klongtoey Nua, Wattana, Bangkok 10110, Thailand Marshall Cavendish (Malaysia) Sdn Bhd, Times Subang, Lot 46, Subang Hi-Tech Industrial Park, Batu Tiga, 40000 Shah Alam, Selangor Darul Ehsan, Malaysia.
Marshall Cavendish is a trademark of Times Publishing Limited
All rights reserved
No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. Request for permission should be addressed to the Publisher.
The publisher makes no representation or warranties with respect to the contents of this book, and specifically disclaims any implied warranties or merchantability or fitness for any particular purpose, and shall in no events be liable for any loss of profit or any other commercial damage, including but not limited to special, incidental, consequential, or other damages.
National Library Board, Singapore Cataloguing-in-Publication Data
Shaw, Peter, Dr, author.
100 great team effectiveness ideas / Dr Peter Shaw.
- Singapore : Marshall Cavendish Business, 2015.
pages cm
eISBN: 978 981 4634 59 5
1. Teams in the workplace - Management. II. Title.
HD66
658.4022 - dc23 OCN899133511
Printed in Singapore by Fabulous Printers Pte Ltd
This book is dedicated to Alan and Kath Briers, with whom Frances and I have had many great walks and enjoyable conversations over more than 40 years.
TITLES IN THE 100 GREAT IDEAS SERIES
100 Great Branding Ideas by Sarah McCartney
100 Great Business Ideas by Jeremy Kourdi
100 Great Business Leaders by Jonathan Gifford
100 Great Coaching Ideas by Peter Shaw
100 Great Copywriting Ideas by Andy Maslen
100 Great Cost-cutting Ideas by Anne Hawkins
100 Great Innovation Ideas by Howard Wright
100 Great Leadership Ideas by Jonathan Gifford
100 More Great Leadership Ideas by Jonathan Gifford
100 Great Marketing Ideas by Jim Blythe
100 Great Personal Impact Ideas by Peter Shaw
100 Great PR Ideas by Jim Blythe
100 Great Presentation Ideas by Patrick Forsyth
100 Great Sales Ideas by Patrick Forsyth
100 Great Time Management Ideas by Patrick Forsyth
CONTENTS
Acknowledgements
Foreword by Sarah Davidson
Introduction
Section A: Observing teams that work well
1 Why do teams matter?
2 When can a team help you be effective?
3 When is a team not a team?
4 What characterises teams that adapt well to changing circumstances?
5 What have you learnt from contributing to a team that worked well?
6 When have you helped turn a team around?
7 What have been the ingredients of the shared purpose of a successful team?
8 What has been an effective relationship between rational and emotional considerations?
9 How have good teams used difference to good effect?
10 What has enabled effective teams to cope well in a crisis?
Section B: Taking on leading an existing team
11 Understand its history and the emotions
12 Understand the characters, motivations and expectations
13 Understand where sponsors are coming from
14 Understand how communication happens
15 Listen in order to understand
16 Pace your interventions
17 Be clear on the direction
18 Maintain momentum as team members change
19 Know who your allies are
20 Be willing to make hard decisions
Section C: Bringing out the best in team members
21 Know their preferences and what keeps them fresh at work
22 Recognise the type of leadership they need from you
23 Ensure effective recognition
24 Respect what gives them energy in other spheres
25 Know what you will do if they do not deliver
26 Enable people to have their voice
27 Be a good coach
28 Encourage team members to work in collaboration rather than competition
29 Balance face-to-face and virtual communication
30 Recognise when you need to be unreasonable
Section D: Building a new team
31 Be clear on outcomes to be delivered and the tone to be set
32 Be clear on the balance of skills that are needed
33 Be clear about the values underpinning the team
34 Recognise potential de-railers
35 Bring both realism and aspiration
36 Treat your team members as if they are volunteers
37 Be clear on the milestones towards desired outcomes
38 Be clear how the team needs to engage with the wider organisation
39 Be explicit in building team resilience
40 Demonstrate your on-going commitment to the team
Section E: Becoming an even better team leader
41 Learn by experience and experiment in different contexts
42 Take time out to widen your perspective
43 Do mutual mentoring
44 Work-shadow team leaders in others spheres
45 Take a step-change in your confidence
46 Keep developing your approach to communication
47 Widen your repertoire of approaches, including role-playing how you might lead differently
48 Build your succession and ensure you are dispensable
49 Trust your intuitive judgement more
50 Build in feedback loops
Section F: Ensuring effective teams across your organisation
51 Set a constructive example
52 Share examples of good practice
53 Maintain a regular dialogue about what makes an effective team
54 Encourage partnerships between different parts of the organisation
55 Encourage participation in a range of different teams
56 Encourage the shadowing of other teams
57 Reward and recognise effective teams
58 Ensure that diversity is recognised
59 Enable teams to end well
60 Build in effective learning when teams are disbanded
Section G: Being an authoritative team member
61 Know what the leader wants and where you can contribute
62 Recognise the constraints upon you
63 Recognise how best to be influential
64 Watch your tone of voice and body language
65 Be prepared to challenge an established team
66 Bring reality and a fresh perspective to an uncertain team
67 Draw out the best in others
68 See success as the success of the team, not just your personal success
69 Allow your contribution to evolve over time
70 Recognise when it is time to move on
Section H: Ensuring effective team development
71 Have a clear purpose and be realistic about the outcomes of team events
72 Use external team coaching or facilitation wisely
73 Create reflective space
74 Manage time and energy effectively
75 Encourage people to think and act out of role
76 Use feedback exercises and psychometric assessments with care
77 Recognise the significance of emotional bonds
78 Explore sensitive issues
79 Minimise distractions
80 End on a high
Section I: Ensuring teams keep learning
81 Encourage brief stock-takes at the end of meetings
82 Encourage the articulation of observation and feedback
83 Encourage meetings to take place in different contexts and different formulations
84 Encourage input from a range of specialists
85 Ensure the voice of the customer is never far away
86 Encourage interchangeability of roles where possible
87 See changing membership as an opportunity rather than as a problem
88 Leverage the benefits of working virtually
89 Partner teams in other organisations
90 Merge teams to galvanise progress
Section J: Ensuring continuous learning about leading teams well
91 Believe in your progress so far
92 Recognise the anxieties you can leave behind
93 Accept that you should not be trying too hard
94 Recognise what is the stretch for you
95 Accept that there will be fallow periods
96 Recognise what you can achieve when you are at your best
97 Share your aspirations for the future
98 Know what will nourish you and uphold you
99 Be ready for unexpected opportunities
100 Keep passing on your understanding and your learning
Books by Dr Peter Shaw
About the Author
ACKNOWLEDGEMENTS
I WANT TO THANK the various leaders who have asked me to work with their teams. It has been a delight to see teams learning together and developing their approach to future opportunities. Those whom I particularly want to thank for giving me the privilege of working with their teams include Suma Chakrabarti, Jonathan Lyle, Caroline Gardner, Sylvo Thijsen, Sarah Davidson, Mel Zuydam, Hazel Mackenzie, Sunil Patel, Shaun McNally, Andrew Scott, Jenni Henderson, Graham Balmer, Kristen McLeod, Helen Stephenson, Katerina Kolyva, Mark Chester, Michael Cross, Pete Lawrence, Kenneth Hogg, Neil Rennick, James Price, John Richardson, Matthew Frost, William Fittall, Stephen Kerr, Antonia Romeo, Jeremy Oates, Jeff Greenman, Diane McGiffen and Mike Foulis. It has been a privilege to see team members reflect on how they bring out the best in each other and raise their sights about what it is possible for a team to deliver.
I am grateful to my supportive colleagues at Praesta Partners, with whom there has been sharing of good practice about working with teams and enabling teams to be the best they can be. Barry Woledge, Paul Gray, Steve Wigzell, Hilary Douglas, Ian Angell and James Thorne have been excellent, supportive colleagues.
Jackie Tookey typed the manuscript with skill and determination, and has always given me constructive feedback on what I am writing. Sonia John-Lewis has managed my diary and time effectively in order to enable me to write. Melvin Neo has been a thoughtful editor who has been a great encourager in my writing books for the 100 Great Ideas series. Justin Lau has edited the text with great skill and care.
I am very grateful to Sarah Davidson, who has written the foreword to the book.