Building Team Power: How to Unleash the Collaborative Genius of Teams for Increased Engagement, Productivity, and Results - Hardcover

KAYSER

Hardcover

ISBN 10: 0071746749 ISBN 13: 9780071746748

Verlag: McGraw Hill, 2010

Inhaltsangabe

The collaborative team-building guidebook that takes Mining Group Gold one step further "Now more than ever before, organizations need to build and maintain a culture of trust and collaboration. This updated edition of Building Team Power brings Tom Kayser's important concepts to a new generation of leaders. Read this book and take its lessons to heart-you can't afford not to." -Ken Blanchard, coauthor of The One Minute Manager® and Lead with LUV "A must-read for individuals wishing to build successful teams in today's complex, highly interconnected, and global environments. Having worked directly with Tom over the years, I can confirm that his principles work!" -Jim Stoffel, Executive Partner, Trillium-Group, LLC, and previously Senior Vice President, Eastman Kodak and Vice President and General Manager, Xerox "A well-organized toolkit of ready-to-use techniques to enable fast, cross-silo, teambased problem solving and value creation-critical new capabilities in our increasingly competitive industry!" -Dr. Jean A. Dames, Senior Manager, Strategic Sales & Leadership Effectiveness, American Express "Tom Kayser is an author worth reading. His book, Building Team Power, is about how to help teams collaborate and win in today's highly competitive marketplace. This is a significant addition to the existing business literature on work team collaboration. Read it and become a better leader." -John Vester III, Principal, Ernst & Young Transaction Advisory Service "Tom Kayser delves into the intrinsic values that unleash the full potential of teams. Building Team Power is a must for every leader!" -Rose Fass, Founder and CEO, fassforward consulting group "Building Team Power is to your team what the owner's manual is to your car: the onestop resource for how it works, how to maintain it, and what to do first if it breaks down." -Ed Muzio, CEO, Group Harmonics, Inc.; author of Make Work Great After 30 years at Xerox and in the course of his consulting work, Tom Kayser discovered a major shift in how people work. The old school of rigid "command-and-control" management no longer gets results. To stay productive and competitive in today's world, the key word is "collaboration." By studying and isolating what makes teams succeed in the workplace, Kayser has developed a system of proven team-building techniques that anyone can apply to his or her own group situations. His step-by-step program shows you how to: Solve problems faster, smarter, and better Delegate work more effectively and efficiently Manage conflicts and interpersonal issues Build mutual trust among your people Make wiser decisions at every level Building Team Power is filled with clear examples and powerful exercises to help you put theory into practice. You'll discover seven proven strategies for improving your team, key brainstorming techniques for group meetings, analytic tools for problem solving, and a six-step collaborative model for all occasions. You'll learn how to capture your market, reduce costs, and improve quality by unleashing the untapped, collaborative genius of your people and your teams. You'll find out how to do things right the first time, every time, adding value to your products and services while being more agile and responsive than your competitors. Plus, you'll read a fascinating case study of one company dealing with budget cuts in today's tough economy. This is how you unlock the collaborative power of the people around you.

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BUILDING TEAM POWER

How to Unleash the Collaborative Genius of Teams for Increased Engagement, Productivity, and Results

By THOMAS A. KAYSER

The McGraw-Hill Companies, Inc.

Copyright © 2011 Thomas A. Kayser
All rights reserved.

ISBN: 978-0-07-174674-8

Contents

Acknowledgments
Foreword
Preface
PART I. The Pressure for Collaborative Leadership and Partnerships in 
Organizations
Chapter One. The Call for Collaborative Leadership
Chapter Two. The Core elements of Collaborative Partnerships
Chapter Three. An Integrative Framework Linking the Book's Chapters
PART II. Seven "How to" Collaborative Leadership Behaviors for Building 
Team Power
Chapter Four. Mutual trust
Chapter Five. Decision Making
Chapter Six. Consensus Building
Chapter Seven. Conflict Management
Chapter Eight. Delegation Effectiveness
Chapter Nine. Team Problem solving I
Chapter Ten. Team Problem solving II
PART III. A Collaborative Leader in Action Building a Collaborative 
Partnership
Chapter Eleven. The Budget Cut
Index

Excerpt

CHAPTER 1

THE CALL FOR COLLABORATIVE LEADERSHIP

Whitewater Global Markets and the Transformation OrganizationalStructures

CHAPTER OBJECTIVES

* To characterize global marketplace conditions of today

* To describe the characteristics of the traditional organizational model

* To contrast the traditional model with a transformed organizational model

* To detail five elements of the transformed model that are key to marketplacesuccess

* To demonstrate that collaboration is what makes the transformed model "tick"

INTRODUCTION

The symphony orchestra is routinely held up as the classic example ofcollaboration in action. Ninety individuals playing their instruments in perfectharmony to produce music that sends a chill down your spine. Sitting in thetheater, you have the opportunity to enjoy, firsthand, the results of thatcollaboration. However, collaboration rarely just emerges from an orchestra, orany work group for that matter. It requires someone to orchestrate it and othersto pull together and follow that lead to make collaboration a reality.Initiating, nurturing, refining, and extending collaboration throughout a workteam or between departments takes time, understanding, and patience on the partof everyone involved. Yet it can be fouled up in a heartbeat by anyone withmisguided intentions. The following consultant's report on actions to improvethe technical efficiency and productivity of a symphony orchestra vividlyillustrates this point.

All 12 violins are playing identical notes; this is unnecessary and wastefulduplication. The violin section can be cut drastically, saving considerablelabor costs. The oboe players have absolutely nothing to do for long periods oftime. They just sit in their chairs. Their number should be reduced.Compositions involving the oboe must be rewritten so that the work is spread outmore evenly, thus eliminating costly "peaks" and "valleys" of oboe productivity.

I noted a recurring repetition of certain musical passages. What useful purposeis served by repeating on horns what has already been produced by the strings?Were all such redundant passages eliminated, the concert time (2 hours) couldeasily be reduced to 40 minutes. This would also eliminate the need for a time-wastingintermission. Something should be done about the shocking obsolescenceof equipment. The program notes informed me that the first violinist'sinstrument was several hundred years old. If normal depreciation schedules hadbeen applied, the instrument's value would have been reduced to zero, and a moremodern and efficient violin could have been purchased.

An apocryphal story? Certainly. But, like many leaders in the workaday world,our change consultant had no understanding of, or appreciation for, the power ofcollaboration. In an attempt to make the members' work ever more simple andefficient in order to drive improvement in the orchestra's performancecapability, this person was about to destroy the diversity and synergisticgenius—the collaborative soul—of this team.

Any organization's success depends, first and foremost, on how well it is ableto tap the creative and innovative potential of all its members, regardless oftheir level. While a massive amount of lip service is paid to the idea that "ourpeople are our greatest resource," many approaches to management, costaccounting, productivity measurement, and technology actually view employees asvariable costs to be controlled. Failing to recognize the collaborative value oftheir people, too many organizations encourage adherence to lock-step proceduresand maintenance of the status quo. As you will soon see, given the fast-breaking,decentralized global marketplace, this is a death sentence.

THE BUSINESS ENVIRONMENT NOW AND AHEAD: CLASS V WHITEWATER TURBULENCE

Every kayaker, canoeist, or rafter knows well the classification system thatdescribes the rivers and rapids they paddle ("Class I," easy, to "Class VI,"unrunnable). "Class V" waters, the most turbulent of the runnable rivers andrapids, are long and contain more continuous features that cannot be avoided.Features include such things as: strong rapids, large waves, big holes,unpredictable currents, and dangerous obstructions requiring multiple maneuversto get around or through; in addition, there is serious risk to those goingoverboard because others may not be able to help.

Class V whitewater rapids are a perfect metaphor for the turbulent businessenvironment facing the vast majority of organizations today. Powerfultechnological, economic, and political forces are converging to create a neworder in which nations all belong to a single global marketplace. Huge globalmarkets for video-gaming systems come and go every few years. The Internet,satellites, and PDAs have integrated the world's financial markets to react on asplit-second basis; when the financial earthquake hit Wall Street in the fall of2008, London and Tokyo felt the tremendous aftershocks. More and moremanufacturers are producing goods in Third World countries, in cities whosenames we can't even pronounce. On the political front, an increasing number ofnations are dismantling trade barriers and deregulating state-runindustries—policies that pave the way for even more multinationalinterdependence in business.

So, as companies large and small, profit and nonprofit, manufacturing andservice oriented, all journey farther down their rivers, navigating the waves,currents, rapids, and obstacles of their churning business environments, allthey will find is more uncertainty, complexity, and interdependence as thedecades roll by. To be able to keep paddling and maneuvering, the successfulorganizations have to rely less on centralized grand strategies—designedand dictated by senior management to the rest of the organization—and moreon the collaborative abilities of managerial and employee work teams operatingin nimble networks to decipher trends and react swiftly with appropriateresponses in terms of decisions and actions.

In summary, the...

Details zur Ausgabe

• Verlag: McGraw Hill
• Erscheinungsdatum: 2010
• Sprache: Englisch
• ISBN 10: 0071746749
• ISBN 13: 9780071746748
• Einband: Gebundene Ausgabe
• Anzahl der Seiten: 304
• Kontakt zum Hersteller: McGraw-Hill Education; https://www.mheducation.co.in/; ; Via Verdi, 8; Assago Milano; 20090; Italien