Eric Jacobson On Management And Leadership

Extreme Teams  is a fascinating book by  Robert Bruce Shaw , where he takes you inside top companies and examines not just great teams (your more “conventional” teams), but extreme teams. According to Shaw,  extreme teams : View work as a calling —even an obsession. Value members’ cultural fit and ability  to collectively produce results. Pursue a limited set of vital priorities —less is more. Strive to create a culture that is at once both hard and soft  – simultaneously tough in driving for measurable results on a few highly visible targets and supportive of individuals to create an environment of collaboration, trust, and loyalty. Value conflict among team members —recognizing the benefit of being uncomfortable. Companies with extreme teams will go to great lengths to ensure that their extreme teams are well equipped to address not only the challenges of today, but also the challenges of the future.  The central questions to ask , therefore, are: What is...

Extreme Teams  is a fascinating book by  Robert Bruce Shaw , where he takes you inside top companies and examines not just great teams (your more “conventional” teams), but extreme teams. According to Shaw,  extreme teams : View work as a calling —even an obsession. Value members’ cultural fit and ability  to collectively produce results. Pursue a limited set of vital priorities —less is more. Strive to create a culture that is at once both hard and soft  – simultaneously tough in driving for measurable results on a few highly visible targets and supportive of individuals to create an environment of collaboration, trust, and loyalty. Value conflict among team members —recognizing the benefit of being uncomfortable. Companies with extreme teams will go to great lengths to ensure that their extreme teams are well equipped to address not only the challenges of today, but also the challenges of the future.  The central questions to ask , therefore, are: What is...

Extreme Teams  is a fascinating book by  Robert Bruce Shaw , where he takes you inside top companies and examines not just great teams (your more “conventional” teams), but extreme teams. According to Shaw,  extreme teams : View work as a calling —even an obsession. Value members’ cultural fit and ability  to collectively produce results. Pursue a limited set of vital priorities —less is more. Strive to create a culture that is at once both hard and soft  – simultaneously tough in driving for measurable results on a few highly visible targets and supportive of individuals to create an environment of collaboration, trust, and loyalty. Value conflict among team members —recognizing the benefit of being uncomfortable. Companies with extreme teams will go to great lengths to ensure that their extreme teams are well equipped to address not only the challenges of today, but also the challenges of the future.  The central questions to ask , therefore, are: What is...

Extreme Teams  is a fascinating book by  Robert Bruce Shaw , where he takes you inside top companies and examines not just great teams (your more “conventional” teams), but extreme teams. According to Shaw,  extreme teams : View work as a calling —even an obsession. Value members’ cultural fit and ability  to collectively produce results. Pursue a limited set of vital priorities —less is more. Strive to create a culture that is at once both hard and soft  – simultaneously tough in driving for measurable results on a few highly visible targets and supportive of individuals to create an environment of collaboration, trust, and loyalty. Value conflict among team members —recognizing the benefit of being uncomfortable. Companies with extreme teams will go to great lengths to ensure that their extreme teams are well equipped to address not only the challenges of today, but also the challenges of the future.  The central questions to ask , therefore, are: What is...

According to  Ron Ricci  and  Carl Wiese , authors of the book,  The Collaboration Imperative , high performing teams have the following characteristics: People have solid and deep trust in each other and in the team's purpose--they feel free to express feelings and ideas. Everybody is working toward the same goals. Team members are clear on how to work together and how to accomplish tasks. Everyone understands both team and individual performance goals and knows what is expected. Team members actively diffuse tension and friction in a relaxed and informal atmosphere. The team engages in extensive discussion, and everyone gets a chance to contribute--even the introverts. Disagreement is viewed as a good thing and conflicts are managed.  Criticism is constructive and is oriented toward problem solving and removing obstacles. The team makes decisions when there is natural agreement--in the cases where agreement is elusive, a decision is made by the team lead or ex...

High-functioning and effective teams can disagree and still produce excellent products and results. Team members can also disagree and still care about each other. And, they can challenge each other to think differently. Best-selling leadership book authors  Scott J. Allen  and  Mitchell Kusy  recommend that leaders ask seven tough questions of their teams to help  maximize their results . Here are those questions to  ask each team member : What are some obstacles  affecting this team? What are opportunities  we could take advantage of that we have been largely ignoring? Where can you take greater ownership  on this team? Where have you let this team down ? Compared to other teams with which you are familiar,  how are we doing ? When was the last time you complimented the team  or one of its members? How open are you to giving direct feedback  to team members?

"It takes more than encouraging words to get a team thinking beyond the ordinary," explains  Jackie Barretta , author of the book,  Primal Teams . She suggests you must help team members to redefine the purpose of their work with broader and more expansive thinking. Use certain pointed questions to guide a team toward a loftier view of their purpose. Specifically, Barretta recommends you as the leader  ask the following purpose-broadening questions to encourage the team to think of providing value beyond the ordinary : What major contributions can our team make to the company's success? What do we do that makes our colleagues and customers happy? What does our work do to give our company a competitive advantage? What do we do that no one else can do? What legacy do we want to leave? What future possibilities excite us? What difference does our work make in the lives of others?

"It takes more than encouraging words to get a team thinking beyond the ordinary," explains  Jackie Barretta , author of the book,  Primal Teams . She suggests you must help team members to redefine the purpose of their work with broader and more expansive thinking. Use certain pointed questions to guide a team toward a loftier view of their purpose. Specifically, Barretta recommends you as the leader ask the following purpose-broadening questions to encourage the team to think of providing value beyond the ordinary: What major contributions can our team make to the company's success? What do we do that makes our colleagues and customers happy? What does our work do to give our company a competitive advantage? What do we do that no one else can do? What legacy do we want to leave? What future possibilities excite us? What difference does our work make in the lives of others? Thank you to the book's publisher for sending me a copy of the book.

Extreme Teams is a fascinating book by Robert Bruce Shaw , where he takes you inside top companies and examines not just great teams (your more “conventional” teams), but extreme teams. According to Shaw, extreme teams : View work as a calling —even an obsession. Value members’ cultural fit and ability to collectively produce results. Pursue a limited set of vital priorities —less is more. Strive to create a culture that is at once both hard and soft – simultaneously tough in driving for measurable results on a few highly visible targets and supportive of individuals to create an environment of collaboration, trust, and loyalty. Value conflict among team members —recognizing the benefit of being uncomfortable. Companies with extreme teams will go to great lengths to ensure that their extreme teams are well equipped to address not only the challenges of today, but also the challenges of the future. The central questions to ask , therefore, are: What is it your ...