The missing how-to manual for being an effective team leader The Art of Coaching Teams is the manual you never received when you signed on to lead a team. Being a great teacher is one thing, but leading a team, or team development, is an entirely different dynamic. Your successes are public, but so are your failures--and there's no specific rubric or curriculum to give you direction. Team development is an art form, and this book is your how-to guide to doing it effectively. You'll learn the administrative tasks that keep your team on track, and you'll gain access to a wealth of downloadable…mehr
The missing how-to manual for being an effective team leader The Art of Coaching Teams is the manual you never received when you signed on to lead a team. Being a great teacher is one thing, but leading a team, or team development, is an entirely different dynamic. Your successes are public, but so are your failures--and there's no specific rubric or curriculum to give you direction. Team development is an art form, and this book is your how-to guide to doing it effectively. You'll learn the administrative tasks that keep your team on track, and you'll gain access to a wealth of downloadable tools that simplify the "getting organized" process. Just as importantly, you'll explore what it means to be the kind of leader that can bring people together to accomplish difficult tasks. You'll find practical suggestions, tools, and clear instructions for the logistics of team development as well as for building trust, developing healthy communication, and managing conflict. Inside these pages you'll find concrete guidance on: * Designing agendas, making decisions, establishing effective protocols, and more * Boosting your resilience, understanding and managing your emotions, and meeting your goals * Cultivating your team's emotional intelligence and dealing with cynicism * Utilizing practical tools to create a customized framework for developing highly effective teams There is no universal formula for building a great team, because every team is different. Different skills, abilities, personalities, and goals make a one-size-fits-all approach ineffective at best. Instead, The Art of Coaching Teams provides a practical framework to help you develop your group as a whole, and keep the team moving toward their common goals.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
ELENA AGUILAR is a teacher, coach and consultant with over twenty years of experience working in schools. Elena is also the author of The Art of Coaching: Effective Strategies for School Transformation. She has been a frequent writer for Edutopia since 2008 and writes a blog on EdWeek Teacher for coaches.
Inhaltsangabe
Introduction xv A Tale of Two Teams What's in This Book? Who Is This Book For? Toward a Beloved Community Chapter 1: Refining a Vision 1 A Note on Terms What Is a Great Team? What Makes an Effective Team? Why Do We Need Teams? When Do We Really Need a Team? How Do We Build Teams? Chapter 2: Knowing Ourselves as Leaders 13 The Amygdala in a Strange Land Exploring the Terrain of Leadership The Potential of Transformational Leadership Spotting the Tentacles of Power Emotions Are Contagious Chapter 3: Creating a Culture of Trust 39 Why Human Bingo Doesn't Build Trust Trust Isn't Built in a Day, But We Can Lay Bricks Every Hour Use Hindsight to Strengthen Foresight Chapter 4: Defining Purpose, Process, and Product 63 The Necessity of a Reason for Being It's All about How We Work Together What Are We Going to Do Together? Mapping Out the Journey Chapter 5: Laying a Foundation for Trust 95 Community Agreements Build Culture A Good Norm Is Not Hard to Find Getting from Here to Norms Make Your Norms Serve You Setting Intentions: A Counterpart to Norms A Beloved Community Chapter 6: Developing the Emotional Intelligence of a Team 121 What Is the Emotional Intelligence of a Team? How Do I Create an Emotionally Intelligent Team? Managing Unexpected Change Taming the Stress Demons Chapter 7: Cultivating Healthy Communication 137 A Blueprint for Transformational Conversations Constructing Good Conversations Twenty Ways to Improve Your Team's Communication Giving Feedback Equity of Participation Chapter 8: Making Good Decisions 159 Indicators of Effective Decision Making Identifying Decision-Making Moments Who Is Involved and How Much Say Do They Get Decision-Making Processes Facilitating Discussions When Conversations Get Stuck Reflection and Feedback Chapter 9: Supporting Adult Learners 183 The Big Picture: The Learning Organization From Theory to Practice Common Challenges Dealing with Resistance Chapter 10: Orchestrating Meaningful Meetings 205 To Meet or Not to Meet? Why Meet? Which Activities Should We Do? How Do I Choose What to Do? Chapter 11: Setting the Stage for Artful Meetings 231 Start with Feedback Don't Forget the Facilitator's Agenda Prepare Your Internal Self Put on the Finishing Touches Find the Joy in Planning Chapter 12: Navigating Conflict 245 What Is Conflict and Why Is It So Scary? What Is Healthy Conflict in a Team? How Can I Facilitate Healthy Conflict? A Note on Talking about Race and Other Really Hard Things How Can I Respond to Unhealthy Conflict? What If None of These Suggestions Work? Chapter 13: Assessing Organizational Conditions 269 The Primacy of Purpose Focus, Focus, Focus Alignment Up and Out Stability Leadership Membership A Culture of Learning Trust Decision Making Time Conclusion: Coming to An End 291 Ten Truths about Building Teams Amid the Redwoods Appendices 297 Appendix A: Facilitator Core Competencies 299 Appendix B: Team Effectiveness Self-Assessment 305 Appendix C: Community-Building Activities and Random Grouping Strategies 307 Appendix D: Facilitation Planning Tool and Facilitation Observation Tool 313 Appendix E: Activities For Meetings 319 Appendix F: Recommended Resources 327 On Emotions and Self-Knowledge On Leadership On Brain Science On Managing Change On Systems Thinking On Community Building On Meetings and Facilitation On Communication Race, Racism, and Systemic Oppression For Inspiration Appendix G: Plan For Team Building 331 For Leading a New Team When Continuing to Lead a Team and Identifying Next Steps Acknowledgments 335 About the Author 339 References 341 Index 345
Introduction xv A Tale of Two Teams What's in This Book? Who Is This Book For? Toward a Beloved Community Chapter 1: Refining a Vision 1 A Note on Terms What Is a Great Team? What Makes an Effective Team? Why Do We Need Teams? When Do We Really Need a Team? How Do We Build Teams? Chapter 2: Knowing Ourselves as Leaders 13 The Amygdala in a Strange Land Exploring the Terrain of Leadership The Potential of Transformational Leadership Spotting the Tentacles of Power Emotions Are Contagious Chapter 3: Creating a Culture of Trust 39 Why Human Bingo Doesn't Build Trust Trust Isn't Built in a Day, But We Can Lay Bricks Every Hour Use Hindsight to Strengthen Foresight Chapter 4: Defining Purpose, Process, and Product 63 The Necessity of a Reason for Being It's All about How We Work Together What Are We Going to Do Together? Mapping Out the Journey Chapter 5: Laying a Foundation for Trust 95 Community Agreements Build Culture A Good Norm Is Not Hard to Find Getting from Here to Norms Make Your Norms Serve You Setting Intentions: A Counterpart to Norms A Beloved Community Chapter 6: Developing the Emotional Intelligence of a Team 121 What Is the Emotional Intelligence of a Team? How Do I Create an Emotionally Intelligent Team? Managing Unexpected Change Taming the Stress Demons Chapter 7: Cultivating Healthy Communication 137 A Blueprint for Transformational Conversations Constructing Good Conversations Twenty Ways to Improve Your Team's Communication Giving Feedback Equity of Participation Chapter 8: Making Good Decisions 159 Indicators of Effective Decision Making Identifying Decision-Making Moments Who Is Involved and How Much Say Do They Get Decision-Making Processes Facilitating Discussions When Conversations Get Stuck Reflection and Feedback Chapter 9: Supporting Adult Learners 183 The Big Picture: The Learning Organization From Theory to Practice Common Challenges Dealing with Resistance Chapter 10: Orchestrating Meaningful Meetings 205 To Meet or Not to Meet? Why Meet? Which Activities Should We Do? How Do I Choose What to Do? Chapter 11: Setting the Stage for Artful Meetings 231 Start with Feedback Don't Forget the Facilitator's Agenda Prepare Your Internal Self Put on the Finishing Touches Find the Joy in Planning Chapter 12: Navigating Conflict 245 What Is Conflict and Why Is It So Scary? What Is Healthy Conflict in a Team? How Can I Facilitate Healthy Conflict? A Note on Talking about Race and Other Really Hard Things How Can I Respond to Unhealthy Conflict? What If None of These Suggestions Work? Chapter 13: Assessing Organizational Conditions 269 The Primacy of Purpose Focus, Focus, Focus Alignment Up and Out Stability Leadership Membership A Culture of Learning Trust Decision Making Time Conclusion: Coming to An End 291 Ten Truths about Building Teams Amid the Redwoods Appendices 297 Appendix A: Facilitator Core Competencies 299 Appendix B: Team Effectiveness Self-Assessment 305 Appendix C: Community-Building Activities and Random Grouping Strategies 307 Appendix D: Facilitation Planning Tool and Facilitation Observation Tool 313 Appendix E: Activities For Meetings 319 Appendix F: Recommended Resources 327 On Emotions and Self-Knowledge On Leadership On Brain Science On Managing Change On Systems Thinking On Community Building On Meetings and Facilitation On Communication Race, Racism, and Systemic Oppression For Inspiration Appendix G: Plan For Team Building 331 For Leading a New Team When Continuing to Lead a Team and Identifying Next Steps Acknowledgments 335 About the Author 339 References 341 Index 345
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