- A
- Accountability, 57
- Action planning
- evaluation of, 90–91
- implementation of, 90–91
- options for, 126–127
- roles in, 89–90
- Agreements
- action plans, 126
- behavioral change, 136
- negotiation of, 136–137
- role‐clarification, 144
- trust, 59
- Alliance teams. See Interorganizational alliance teams
- Amazon
- culture at, 29
- decision‐making at, 56
- reward system at, 24–25
- team size at, 13
- technical talent at, 39
- two‐pizza teams at, 40
- Amnesty guidelines, 59
- Anderson, Sterling, 38
- Appreciative inquiry (AI)
- assumptions in, 147
- benefits of, 148–149
- questions used in, 148
- for top management, 202
- Assignment summaries, 126
- Audio conferences, 178
- Authoritarian leaders, 96
- Autonomous work teams. See Self-directed work teams
- B
- Bain & Company, 129
- collaborative leadership at, 94
- employee satisfaction at, 95
- feedback system at, 25–26
- leadership mantra at, 96–97
- recruitment at, 43–45
- senior management role at, 23
- team building process at, 81–82
- Benefit Everyone, 217
- Best Team study
- objectives of, 215–216, 220
- questions in, 219
- values articulated in, 216
- Bezos, Jeff, 29
- Blanchard, Ken,
- Blast teams, 217
- Board of directors
- compensation for, 199–200
- creation of, example, 203–204
- election of, 198–199
- meetings, 200–202
- types of, 195–196
- Bodecker, Sandy, 54
- Bosack, Leonard, 214
- Boss, Wayne, 127
- Breaking2 project, 54
- Buckingham, Marcus, 215, 221
- Bushe, Gervase, 148
- C
- Campbell, John, –3
- Change management
- attitudes and, 116–117
- at Cisco, 225–226
- cross-cultural teams, 171–173
- entrepreneurial teams, 202
- family teams, 208–209
- high-performance teams, 14–15
- skills for, 14–15
- temporary teams, 164
- virtual teams, 181–182
- Chatter, 176–177
- Chrysler, 27–28
- Cisco
- benefits at, 217
- best team study at, 219–221
- change management at, 225–226
- collaboration at, 216
- collaborative leadership at, 223, 226
- competencies at, 225
- composition of, 217–218, 224–225
- context at, 215–217, 224
- “People Deal” at, 216–217
- “Power of Teams” workshop, 220–223
- profile of, 214
- recruitment at, 218
- strategies, application of, 226–227
- transformation of, 214–215, 222
- values at, 216
- Close-ended surveys, 86
- Coaching, 100–101
- Collaboration. See Teamwork
- Collaborative leadership
- actions by, 93–94
- at Cisco, 223, 226
- coaching role, 102
- in cross-cultural teams, 173–174
- definition of, 93
- educational role, 98–100
- entrepreneurial teams, 202–203
- facilitator roles
- decision-making, 172
- meeting design, 142–143
- primary, 101–102
- on top management teams, 200
- by high-performance teams, 15–16
- in self-directed teams, 102–103
- survey for, 104–106
- in virtual teams, 182–183
- Collectivism, 166
- Communication
- at cross-cultural teams, 172
- open channels for, 61–62
- virtual team methods of, 178–179
- Competence trust, 60
- Competencies
- Cisco, 226
- cross-cultural teams, 170–171
- development of
- assignment making, 55
- collaboration, 63–64
- communication channels, 61–62
- conflict management, 62–63
- decision-making process, 56
- goal setting, 53–54
- guidelines/metrics, 52–53
- innovation, 64
- mutual respect, 63–64
- performance accountability, 57
- relationship/tasks, 65–66
- risk taking, 64
- running meetings, 57–58
- trust, 58–60
- family teams, 207
- high-performing teams, 13–14
- surveys, 98
- temporary teams, 162–165
- Composition
- characteristics of, 12–13
- assessment of, 47–49
- Cisco, 217–218, 224–225
- creation, example, 45–47
- cross-cultural teams, 170
- entrepreneurial teams, 199–200
- personality tests for, 40–41
- problem members, dealing with, 41–43
- right combination, Bain example, 43–45
- size, 39–40
- talent, 37–38
- temporary teams, 161–162
- virtual teams, 178
- Conflict management, 62–63, 173
- Confirmation-disconfirmation process, 125
- Consequence symptoms, 78
- Consultants
- for leadership investigations, 107, 108
- process function of, 89–90
- team leader as, 101–102
- time needed by, 82
- use of, 82–83
- Content analysis, 86–87
- Context
- assessment of, 30–34
- Cisco example, 215–217, 224
- cross-cultural teams, 168–169
- definition of, 11
- entrepreneurial teams, 198–199
- family teams, 205–206
- feedback systems, 25–26
- importance of, 18–19
- management role in, 23
- organizational factors in
- culture, 28–29
- physical space, 29–30
- structure, 27–28
- overview of, 17–18
- personality and, 40
- reward systems, 24–25
- temporary team issues, 160–161
- understanding, 11–12
- virtual teams, 175–178
- Contract negotiations, 126
- Coons, Tom, 176–177
- Cross-cultural teams
- change management at, 171–173
- collaborative leadership at, 173–174
- competencies of, 170–171
- composition of, 170
- context of, 168–169
- creation of, 165
- variables influencing, 166–167
- Culture
- alliance team, 187–188
- assessment of, 187–188
- differences, clarifying, 169
- teamwork and, 28–29
- values in, 192
- variables, 166–167
- D
- Data analysis, 119–122
- Data gathering. See also Interviews; Surveys
- action planning based on, 89–90
- categories, 88–89
- interviews, 86–87
- for leadership investigations, 107–108
- in team setting, 88
- for team-building preparations, 115–119
- Decision making
- at cross-cultural teams, 172–173
- processes, 56
- strategic, template for, 189–191
- team-based, 96
- Deloitte, 215
- Descriptive feedback, 124
- Development
- assignment making, 55
- collaboration, 63–64
- communication channels, 61–62
- conflict management, 62–63
- decision-making, 56
- goal setting, 53–54
- guidelines/metrics, 52–53
- initiating, 81–82
- innovation, 64
- model for, 97–98
- mutual respect, 63–64
- performance accountability, 57
- relationship/tasks, 65–66
- risk taking, 64
- running meetings, 57–58
- trust, 58–60
- Direct feedback, 108
- Disagreements, 191, 193
- Dunnette, Marvin, –3
- Dyer, Bill, –4
- Dyer, Jeff, 15
- Dynamic teams, 217
- E
- Einstein, Albert,
- Eli Lilly
- alliance management at, 186–187
- decision-making at, 189–191
- due diligence at, 187–188
- health checks at, 192–195
- strategic futures exercise at, 188–189
- Entrepreneurial teams
- change management at, 202
- characteristics of, 197–198
- collaborative leadership, 202–203
- competencies, 200–202
- composition, 199–200
- context of, 198–199
- leadership styles in, 196–198, 201–202
- types of, 195–196
- Envelope exchange, 124–125
- Expectations
- clarifying, 174, 199
- conflict resolution, 63
- diversity, 175
- establishment of, 172–173
- mismatched, 165
- performance, 146
- role clarification, 142
- stereotypical, 165
- violated, 171
- F
- Facebook, 176
- Facilitator. See Consultants
- Family teams
- change management at, 208–209
- competencies, 207
- complexities of, 204
- context of, 205–206
- leadership at, 209–210
- Feedback
- goals, 123
- guidelines for, 61–62
- on leadership performance, 108
- open sessions, 125
- role-clarification, 144
- system for, 25–26
- types of, 124–125
- 5C model. See specific components
- Follow-up
- for inter-team interventions, 154–155
- methods for, 127–129, 131
- PMI in, 127–129
- purpose of, 127
- questions for, 132
- sessions for, 129–132
- Forbes, 15
- Force field analysis, 137–139
- Founding documents, 198
- G
- Gallup, 215
- Genogram, 205–206
- Glassdoor, 43
- Globalization, 159
- Goals
- clear, 53
- commitment to, 53–55
- meaningful, 37
- meeting, 57–58
- role clarification, 141, 143
- stretch, setting, 54–55
- for team-building preparations
- action planning phase, 126
- data gathering phase, 115–119
- feedback use in, 122–123
- initial phase, 113–114
- problem solving phase, 122–123
- Goodall, Ashley, 215
- Great Place to Work Institute, 217
- H
- Health checks
- application of, 194
- benefits of, 194–195
- concept of, 192
- dimension of, 193
- High-performance teams
- accountability at, 57
- change management at, 14–15
- characteristics of, 51–52
- collaborative leadership of, 15–16
- competencies of
- accountability, 57
- assignment making, 55
- communication channels, 61–62
- conflict management, 62–63
- decision-making, 56
- goal setting, 53–55
- innovation/risk taking, 64
- measurement of, 66–74
- at meetings, 57–58
- metrics for, 52–53
- mutual respect, 63–64
- overview, 13–14
- task/relationships, 65–66
- trust building, 58–60
- composition of, 12–13
- context of, 11–12
- meetings for, 130–131
- skills and motivation of, 36–37
- History, –4
- How to Compete—and Win—Like the World's Most Innovative Leaders (Dyer), 15
- Howorth, Mark, 44
- Hyundai, 38
- I
- The Ideal Team Player (Lencioni), 220
- Individualism, 166
- Innovation, 64
- Innovation Capital (Dyer, Furr, Lefrandt), 37–38
- Institutional trust, 60
- Inter-team interventions, 149
- follow-up for, 154–155
- problem diagnosis in, 150
- solution design in, 150–155
- approach A, 151–152
- approach B, 152–153
- approach C, 153
- approach D, 153–154
- approach E, 154
- ElectriCorp example, 156–157
- selection of, 155–157
- Interorganizational alliance teams
- annual health check for, 192–195
- cultural assessment at, 187–188
- decision-making template for, 189–191
- managing, 186–187
- overview of, 185–186
- strategic futures exercise at, 188–189
- Interpersonal trust, 60
- Interventions
- force field analysis for, 137–139
- inter-team, 149–157
- appropriate model for, 155
- ElectriCorp example, 156–157
- follow-up for, 154–155
- problem diagnosis in, 150
- solution design in, 150–155
- role-clarification exercise
- agreements made in, 144
- clarification steps for, 143–144
- conditions for, 139–140
- feedback for, 144
- meetings in, 142–143
- memo, example of, 145
- preparation for, 142
- program design goals for, 141
- resource personnel for, 141
- team-building sessions in, 146–147
- time needed for, 140–141
- start-stop-continue exercise for, 135–137
- Interviews, 86–87, 131
- K
- Kaizen, 14, 81
- Katsoudasi, Francine, 215
- Kipchoge, Eliud, 54–55
- Krzyewski, Mike,
- L
- Leadership. See also Top management
- action planning, 89–90
- bed, responding to, 106–108
- cross-cultural teams, 174
- decision-making by, 56, 96
- entrepreneurial teams, 196–198, 201–202
- family teams, 209–210
- innovation by, 64
- profile, 125
- risk taking by, 64
- servant-based, 223
- situation-based, 95–96
- styles of, 95–98
- temporary team, 164–165
- Leadership Cycle, 37–38
- Lencioni, Patrick, 220
- Lerner, Sandy, 214
- Lewin, Kurt, 137
- “Listen, Execute, Add Value,” 96–97
- Lofty visions, 37–38
- M
- Management. See Leadership
- Meetings
- agendas for, 200–201
- Cisco Webex, 216
- development, 82
- for high performance, 130–131
- PMI, 127–129
- role-clarification, 142–143
- running, 57–58
- Meetings, Bloody Meetings (video), 58
- Memo of understanding (MOU), 199
- Modular interdependence, 19–20
- Monty Python, 58
- Monza auto track, 54
- Musk, Elon, 37–38
- Mutual respect, 63–64
- Myers-Briggs Type Indicator (MBTI), 40, 168
- N
- Negotiations, 136–137
- Nike, 54–55
- Nike Sports Research Laboratory (NSRL), 54
- Nooyi, Says, 38
- Norms, 175, 182
- Nurse, Matt, 54
- O
- Office of Alliance Management (OAM), 186–187
- Open-ended surveys, 85–86
- Operating committee, 190
- P
- “Paper board,” 195
- Parker, Glenn, 40
- Parker, Mark, 55
- “People Deal,” 216–217
- PepsiCo, 38
- Performance
- accountability, 57
- assessment survey for, 78–81
- base-line, 138
- challenges, 37
- expectations for, 146
- improved, AI for, 148–149
- organization structure and, 27–28
- personality and, 40
- problems, exercise for, 135–137
- rewards for, 24–25
- stretch goals for, 54–55
- performance “Performance with Purpose,” 38
- Personal improvement plan (PMI)
- definition of, 126
- meetings for, 128–129
- stages of, 127–128
- Personality Characteristics Inventory (PCI), 40
- Personality tests, 40–41, 168
- Peter Principle, 94
- PMI. See Personal improvement plan (PMI)
- Pooled interdependence. See Modular interdependence
- “Power of Teams” workshop
- change management through, 221–222
- design of, 220–221
- principles taught at, 225
- results of, 222–223
- Power distance, 166
- Preparations
- action planning phase, 126–127
- evaluation phase, 127–129
- follow-ups in
- methods for, 127–129
- sessions for, 129–132
- goals for
- data analysis phase, 119–122
- data gathering phase, 115–119
- feedback use in, 123–125
- problem solving phase, 122–123
- Prescription writing, 125
- Process consulting, 89–90
- Product development teams, 22
- Program design
- data analysis phase, 119–122
- data gathering phase, 115–119
- overview, 111–112
- preparation phase, 113–114
- problem solving process, 122–123
- R
- RACI model, 161, 191
- Reciprocal interdependence, 21–22, 24
- “Regression effect,” 127
- Relationships
- collapse of, 194
- cultural influences in, 167
- development of, 65–66
- family, 205–206, 209
- program design and, 141
- Reviews, scheduling, 126–127
- Reward systems, 24–25
- Ridgeway, Krista, 26
- Risk taking, 64
- Robbins, Chuck, 214, 224
- Role-clarification exercise
- agreements made in, 144
- clarification steps for, 143–144
- conditions for, 139–140
- for cross-cultural teams, 171
- at family team, 209
- feedback for, 144
- goals for, 141
- meetings in, 142–143
- memo, example of, 145
- preparation for, 142
- resource personnel for, 141
- team-building sessions in, 146–147
- time needed for, 140–141
- Role-clarification sessions, 108
- “Rubberstamp” board, 196
- S
- Salesforce.com, 176–177
- Schein, Edgar, 89
- Self-directed work teams, 102–103
- Semiautonomous work teams. See Self-directed work teams
- Senior managers. See Leadership
- Sequential interdependence, 20–21, 24
- Servant-based leadership, 223
- Shell Chemicals, 176–177
- Simon Fraser University, 148
- Skills,
- Skype, 178, 218
- Socratic method, 100–101
- SpaceX, 38
- Stanford University, 214
- Start-stop-continue exercise
- agreements reached by, 136–137
- description of, 124
- family teams use of, 208
- information generated in, 135–136
- purpose of, 135
- Steering committee, 190
- Strategic futures exercise, 188–189
- Subunit analysis, 125
- Subunit plans, 126
- Suggestions, 124
- Surveys
- on attitudes, 116–117
- competencies, 98–99
- date gathering, 85–86
- leadership, 104–106
- performance, 78–81
- types of, 85–86
- T
- T-group movement, –4, 213
- Talent, 37–38
- Tasks
- development, 65–66, 167
- interdependent, 21
- modular interdependent, 19–20
- reciprocal interdependent, 21–22
- sequential interdependent, 20–21
- teams, 190
- virtual team, 178
- Team-building cycle
- action planning in, 89–90
- data analysis in, 88–89
- data gathering in, 85–88
- evaluation in, 90–91
- implementation in, 90
- overview of, 84–85
- Teams. See also High-performance teams
- attitudes toward, –9
- blast, 217
- common problems in, 77–78
- cross-cultural
- change management at, 171–173
- collaborative leadership at, 173–174
- competencies of, 170–171
- composition of, 170
- context of, 168–169
- creation of, 165
- variables influencing, 166–167
- data gathering, 88
- educating, 99–100
- entrepreneurial
- change management at, 202
- collaborative leadership, 202–203
- competencies of, 200–202
- composition of, 199–200
- context of, 198–199
- leadership style at, 196–198, 201–202
- types of, 195–196
- family
- change management at, 208–209
- competencies of, 207
- complexities of, 204
- context of, 205–206
- leadership at, 209–210
- individual behavior in, 135–136
- Interorganizational alliance
- annual health check for, 192–195
- cultural assessment at, 187–188
- decision-making template for, 189–191
- managing, 186–187
- overview of, 185–186
- strategic futures exercise at, 188–189
- major problems in, 106–108
- previous experience with, –8
- product development, 22
- self-directed, 102–103
- skills for,
- temporary
- definition of, 160
- leadership of, 164–165
- managing, 159–160
- top management, 196
- two-pizza, 40
- types of, 185
- virtual
- building, 174–175
- change management at, 181–182
- collaborative leadership at, 182–183
- communication methods in, 178–179
- competencies of, 181
- composition of, 178
- context of, 175–178
- uniqueness of, 174–175
- Teamwork
- at Cisco, 216
- collaboration in, 63–64
- organizational context
- assessment of, 30–34
- culture, 28–29
- feedback systems, 25–26
- physical space, 29–30
- respect in, 63–64
- reward system, 24–25
- structure, 27–28
- Temporary teams
- competency issues in, 162–164
- composition issues in, 161–162
- context issues for, 160–161
- definition of, 160
- leadership of, 164–165
- managing, 159–160
- Tesla, 37
- Tesla Model X, 38
- Top management
- appreciative inquiry exercise for, 202
- competencies of, 201
- composition of, 196
- development of, 198
- MOU for, 199
- role of, 23
- Toyota, 14–15
- Training programs, 108
- Trust
- building, 58–60
- cross-cultural, 169
- importance of, 58
- types of, 60
- Twitter, 176
- Two-pizza teams, 40
- U
- Uncertainty avoidance, 167
- Unit analysis, 125
- V
- Values
- changing, , 221
- at Cisco, 216
- cultural, 192
- differences in, 188
- shared, 220
- Violated expectations, 171–173
- Virtual teams
- building, 174–175
- change management at, 181–182
- collaborative leadership at, 182–183
- communication methods in, 178–179
- competencies of, 181
- composition of, 178
- context of, 175–178
- uniqueness of, 174–175
- Volkswagen, 38
- Vulnerability trust, 220
- The Wisdom of Teams (Katzenbach, Smith), 39
- Y
- Young Presidents Organization (YPO), 202–203
- Z
- Zoom conferencing, 178
- Zoom Vaporfly, 55
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