30,99 €
inkl. MwSt.
Versandkostenfrei*
Liefertermin unbestimmt
Melden Sie sich
hier
hier
für den Produktalarm an, um über die Verfügbarkeit des Produkts informiert zu werden.
15 °P sammeln
- Gebundenes Buch
A proven approach for helping leaders and teams work together to achieve better decisions, greater commitment, and stronger results More than ever, effective leadership requires us to work as a team, but many leaders struggle to get the results they need. When stakes are high, you can t get great results by just changing what you do. You also need to change how you think. Organizational psychologist and leadership consultant Roger Schwarz applies his 30+ years of experience working with leadership teams to reveal how leaders can drastically improve results by changing their individual and team…mehr
Andere Kunden interessierten sich auch für
- Bill GeorgeAuthentic Leadership29,99 €
- George KohlrieserHostage at the Table27,99 €
- David KantorReading the Room62,99 €
- Patrick M. LencioniThe Five Dysfunctions of a Team70,99 €
- Allan R. CohenInfluence Without Authority27,99 €
- Patrick M. LencioniThe Five Dysfunctions of a Team24,99 €
- Tacy ByhamYour First Leadership Job24,99 €
-
-
-
A proven approach for helping leaders and teams work together to achieve better decisions, greater commitment, and stronger results
More than ever, effective leadership requires us to work as a team, but many leaders struggle to get the results they need. When stakes are high, you can t get great results by just changing what you do. You also need to change how you think. Organizational psychologist and leadership consultant Roger Schwarz applies his 30+ years of experience working with leadership teams to reveal how leaders can drastically improve results by changing their individual and team mindset.
Provides practical guidance to help teams increase decision quality, decrease implementation time, foster innovation, get commitment, reduce costs and increase trust
Outlines 5 core values leadership teams can adopt to exponentially improve results
Author of The Skilled Facilitator and The Skilled Facilitator Fieldbook
Get the results you and your team need. Start by applying the practical wisdom of Smart Leaders, Smarter Teams.
More than ever, effective leadership requires us to work as a team, but many leaders struggle to get the results they need. When stakes are high, you can t get great results by just changing what you do. You also need to change how you think. Organizational psychologist and leadership consultant Roger Schwarz applies his 30+ years of experience working with leadership teams to reveal how leaders can drastically improve results by changing their individual and team mindset.
Provides practical guidance to help teams increase decision quality, decrease implementation time, foster innovation, get commitment, reduce costs and increase trust
Outlines 5 core values leadership teams can adopt to exponentially improve results
Author of The Skilled Facilitator and The Skilled Facilitator Fieldbook
Get the results you and your team need. Start by applying the practical wisdom of Smart Leaders, Smarter Teams.
Produktdetails
- Produktdetails
- Verlag: Wiley & Sons
- 1. Auflage
- Seitenzahl: 272
- Erscheinungstermin: 18. März 2013
- Englisch
- Abmessung: 235mm x 161mm x 27mm
- Gewicht: 461g
- ISBN-13: 9780787988739
- ISBN-10: 0787988731
- Artikelnr.: 36622454
- Verlag: Wiley & Sons
- 1. Auflage
- Seitenzahl: 272
- Erscheinungstermin: 18. März 2013
- Englisch
- Abmessung: 235mm x 161mm x 27mm
- Gewicht: 461g
- ISBN-13: 9780787988739
- ISBN-10: 0787988731
- Artikelnr.: 36622454
ROGER SCHWARZ has been a recognized thought leader in the realm of team leadership for three decades. An organizational psychologist and president and CEO of Roger Schwarz Associates, he is a sought-after advisor to global companies, federal government agencies, and international nonprofit organizations. Clients include Hewlett-Packard, the American Red Cross, the World Bank, TransCanada, Chevron, and the U.S. Department of the Interior. He is author of the seminal work The Skilled Facilitator and coauthor of The Skilled Facilitator Fieldbook. He holds a Ph.D. in organizational psychology from the University of Michigan, and a master of education degree from Harvard University. Schwarz lives in Chapel Hill with his wife. They have two children. www.schwarzassociates.com
Preface xi Who this book is for, what it is about, and why I wrote it. 1
How Well Does Your Team Really Work? 1 Why does a group of smart leaders so
often create a less-than-smart team? Th is chapter describes how the
mindset leaders use can get them and their team stuck. It explains why
adopting a mutual learning set of values and assumptions gets you and your
team unstuck so that you get more done and achieve your goals. 2 How You
and Your Team Get Stuck: The Unilateral Control Approach 25 When you and
your team try to achieve your goals by unilaterally controlling the
situation, you get the very results you've been trying to avoid. This
chapter enables you to compare your own mindset and behaviors to those of a
unilaterally controlling leader, so you can understand the mindset from
which you are operating. 3 Getting Unstuck to Get Results: The Mutual
Learning Approach 49 When you shift to a mutual learning mindset, you and
your team operate from a more productive set of values and assumptions.
These include being transparent, curious, accountable, and compassionate,
and creating informed choice. This chapter demonstrates how that mindset
generates common understanding that transforms decision making to produce
better team performance, stronger team working relationships, and work that
is satisfying and motivating. 4 Getting the Puzzle Pieces on the Table:
Mutual Learning Behaviors 1-4 87 How you think is how you lead. This
chapter provides detailed guidance on how to put the mutual learning
mindset into action through four mutual learning behaviors: state views and
ask genuine questions, share all relevant information, use specific
examples and agree on what important words mean, and explain your reasoning
and intent. See how these behaviors lead you and your team to higher
quality decisions, shorter implementation time, and greater commitment and
trust. 5 Putting the Puzzle Together: Mutual Learning Behaviors 5-8 109
Continuing from Chapter Four, this chapter provides detailed guidance on
how to put the mutual learning mindset into action through four more mutual
learning behaviors: focus on interests not positions, test assumptions and
inferences, jointly design next steps, and discuss undiscussable issues. 6
Designing for Mutual Learning 143 How you design--or redesign--your team
shapes whether your team gets the results you want or the results you're
trying to avoid. See how to enhance your team structures, processes, and
context to get more eff ective decision making, less unproductive conflict,
and greater commitment. 7 Dealing With Common Team Challenges 177 Most
teams face challenges that are easily addressed by using a mutual learning
approach. This chapter describes how to apply the mutual learning mindset
and behaviors to deal with these challenges, including keeping team
meetings on track, speaking with one voice as a team, preventing end runs,
and giving and receiving feedback. 8 Becoming a Smarter Leader 199 Have you
decided to become a smarter leader through mutual learning? This chapter
helps you take stock of what you want to achieve, develop an action plan
for what you want to change and why, and prepare to talk with your team
about your changes. Together these steps will help you engage your team to
support your leadership change. 9 Becoming a Smarter Team 215 Your team has
greater power to get better results when you and the team decide to change
together. The stakes are higher, but so are the rewards. This chapter
provides specific steps to help you and your team take stock of what the
team wants to achieve, develop a team action plan for change, and plan for
team conversations to begin the change. Together, these steps will help you
create a team whose results exceed the sum of its parts. Notes 233
Acknowledgments 241 About the Author 245 Index 247
How Well Does Your Team Really Work? 1 Why does a group of smart leaders so
often create a less-than-smart team? Th is chapter describes how the
mindset leaders use can get them and their team stuck. It explains why
adopting a mutual learning set of values and assumptions gets you and your
team unstuck so that you get more done and achieve your goals. 2 How You
and Your Team Get Stuck: The Unilateral Control Approach 25 When you and
your team try to achieve your goals by unilaterally controlling the
situation, you get the very results you've been trying to avoid. This
chapter enables you to compare your own mindset and behaviors to those of a
unilaterally controlling leader, so you can understand the mindset from
which you are operating. 3 Getting Unstuck to Get Results: The Mutual
Learning Approach 49 When you shift to a mutual learning mindset, you and
your team operate from a more productive set of values and assumptions.
These include being transparent, curious, accountable, and compassionate,
and creating informed choice. This chapter demonstrates how that mindset
generates common understanding that transforms decision making to produce
better team performance, stronger team working relationships, and work that
is satisfying and motivating. 4 Getting the Puzzle Pieces on the Table:
Mutual Learning Behaviors 1-4 87 How you think is how you lead. This
chapter provides detailed guidance on how to put the mutual learning
mindset into action through four mutual learning behaviors: state views and
ask genuine questions, share all relevant information, use specific
examples and agree on what important words mean, and explain your reasoning
and intent. See how these behaviors lead you and your team to higher
quality decisions, shorter implementation time, and greater commitment and
trust. 5 Putting the Puzzle Together: Mutual Learning Behaviors 5-8 109
Continuing from Chapter Four, this chapter provides detailed guidance on
how to put the mutual learning mindset into action through four more mutual
learning behaviors: focus on interests not positions, test assumptions and
inferences, jointly design next steps, and discuss undiscussable issues. 6
Designing for Mutual Learning 143 How you design--or redesign--your team
shapes whether your team gets the results you want or the results you're
trying to avoid. See how to enhance your team structures, processes, and
context to get more eff ective decision making, less unproductive conflict,
and greater commitment. 7 Dealing With Common Team Challenges 177 Most
teams face challenges that are easily addressed by using a mutual learning
approach. This chapter describes how to apply the mutual learning mindset
and behaviors to deal with these challenges, including keeping team
meetings on track, speaking with one voice as a team, preventing end runs,
and giving and receiving feedback. 8 Becoming a Smarter Leader 199 Have you
decided to become a smarter leader through mutual learning? This chapter
helps you take stock of what you want to achieve, develop an action plan
for what you want to change and why, and prepare to talk with your team
about your changes. Together these steps will help you engage your team to
support your leadership change. 9 Becoming a Smarter Team 215 Your team has
greater power to get better results when you and the team decide to change
together. The stakes are higher, but so are the rewards. This chapter
provides specific steps to help you and your team take stock of what the
team wants to achieve, develop a team action plan for change, and plan for
team conversations to begin the change. Together, these steps will help you
create a team whose results exceed the sum of its parts. Notes 233
Acknowledgments 241 About the Author 245 Index 247
Preface xi Who this book is for, what it is about, and why I wrote it. 1
How Well Does Your Team Really Work? 1 Why does a group of smart leaders so
often create a less-than-smart team? Th is chapter describes how the
mindset leaders use can get them and their team stuck. It explains why
adopting a mutual learning set of values and assumptions gets you and your
team unstuck so that you get more done and achieve your goals. 2 How You
and Your Team Get Stuck: The Unilateral Control Approach 25 When you and
your team try to achieve your goals by unilaterally controlling the
situation, you get the very results you've been trying to avoid. This
chapter enables you to compare your own mindset and behaviors to those of a
unilaterally controlling leader, so you can understand the mindset from
which you are operating. 3 Getting Unstuck to Get Results: The Mutual
Learning Approach 49 When you shift to a mutual learning mindset, you and
your team operate from a more productive set of values and assumptions.
These include being transparent, curious, accountable, and compassionate,
and creating informed choice. This chapter demonstrates how that mindset
generates common understanding that transforms decision making to produce
better team performance, stronger team working relationships, and work that
is satisfying and motivating. 4 Getting the Puzzle Pieces on the Table:
Mutual Learning Behaviors 1-4 87 How you think is how you lead. This
chapter provides detailed guidance on how to put the mutual learning
mindset into action through four mutual learning behaviors: state views and
ask genuine questions, share all relevant information, use specific
examples and agree on what important words mean, and explain your reasoning
and intent. See how these behaviors lead you and your team to higher
quality decisions, shorter implementation time, and greater commitment and
trust. 5 Putting the Puzzle Together: Mutual Learning Behaviors 5-8 109
Continuing from Chapter Four, this chapter provides detailed guidance on
how to put the mutual learning mindset into action through four more mutual
learning behaviors: focus on interests not positions, test assumptions and
inferences, jointly design next steps, and discuss undiscussable issues. 6
Designing for Mutual Learning 143 How you design--or redesign--your team
shapes whether your team gets the results you want or the results you're
trying to avoid. See how to enhance your team structures, processes, and
context to get more eff ective decision making, less unproductive conflict,
and greater commitment. 7 Dealing With Common Team Challenges 177 Most
teams face challenges that are easily addressed by using a mutual learning
approach. This chapter describes how to apply the mutual learning mindset
and behaviors to deal with these challenges, including keeping team
meetings on track, speaking with one voice as a team, preventing end runs,
and giving and receiving feedback. 8 Becoming a Smarter Leader 199 Have you
decided to become a smarter leader through mutual learning? This chapter
helps you take stock of what you want to achieve, develop an action plan
for what you want to change and why, and prepare to talk with your team
about your changes. Together these steps will help you engage your team to
support your leadership change. 9 Becoming a Smarter Team 215 Your team has
greater power to get better results when you and the team decide to change
together. The stakes are higher, but so are the rewards. This chapter
provides specific steps to help you and your team take stock of what the
team wants to achieve, develop a team action plan for change, and plan for
team conversations to begin the change. Together, these steps will help you
create a team whose results exceed the sum of its parts. Notes 233
Acknowledgments 241 About the Author 245 Index 247
How Well Does Your Team Really Work? 1 Why does a group of smart leaders so
often create a less-than-smart team? Th is chapter describes how the
mindset leaders use can get them and their team stuck. It explains why
adopting a mutual learning set of values and assumptions gets you and your
team unstuck so that you get more done and achieve your goals. 2 How You
and Your Team Get Stuck: The Unilateral Control Approach 25 When you and
your team try to achieve your goals by unilaterally controlling the
situation, you get the very results you've been trying to avoid. This
chapter enables you to compare your own mindset and behaviors to those of a
unilaterally controlling leader, so you can understand the mindset from
which you are operating. 3 Getting Unstuck to Get Results: The Mutual
Learning Approach 49 When you shift to a mutual learning mindset, you and
your team operate from a more productive set of values and assumptions.
These include being transparent, curious, accountable, and compassionate,
and creating informed choice. This chapter demonstrates how that mindset
generates common understanding that transforms decision making to produce
better team performance, stronger team working relationships, and work that
is satisfying and motivating. 4 Getting the Puzzle Pieces on the Table:
Mutual Learning Behaviors 1-4 87 How you think is how you lead. This
chapter provides detailed guidance on how to put the mutual learning
mindset into action through four mutual learning behaviors: state views and
ask genuine questions, share all relevant information, use specific
examples and agree on what important words mean, and explain your reasoning
and intent. See how these behaviors lead you and your team to higher
quality decisions, shorter implementation time, and greater commitment and
trust. 5 Putting the Puzzle Together: Mutual Learning Behaviors 5-8 109
Continuing from Chapter Four, this chapter provides detailed guidance on
how to put the mutual learning mindset into action through four more mutual
learning behaviors: focus on interests not positions, test assumptions and
inferences, jointly design next steps, and discuss undiscussable issues. 6
Designing for Mutual Learning 143 How you design--or redesign--your team
shapes whether your team gets the results you want or the results you're
trying to avoid. See how to enhance your team structures, processes, and
context to get more eff ective decision making, less unproductive conflict,
and greater commitment. 7 Dealing With Common Team Challenges 177 Most
teams face challenges that are easily addressed by using a mutual learning
approach. This chapter describes how to apply the mutual learning mindset
and behaviors to deal with these challenges, including keeping team
meetings on track, speaking with one voice as a team, preventing end runs,
and giving and receiving feedback. 8 Becoming a Smarter Leader 199 Have you
decided to become a smarter leader through mutual learning? This chapter
helps you take stock of what you want to achieve, develop an action plan
for what you want to change and why, and prepare to talk with your team
about your changes. Together these steps will help you engage your team to
support your leadership change. 9 Becoming a Smarter Team 215 Your team has
greater power to get better results when you and the team decide to change
together. The stakes are higher, but so are the rewards. This chapter
provides specific steps to help you and your team take stock of what the
team wants to achieve, develop a team action plan for change, and plan for
team conversations to begin the change. Together, these steps will help you
create a team whose results exceed the sum of its parts. Notes 233
Acknowledgments 241 About the Author 245 Index 247