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The 17 Indisputable Laws of Teamwork

The 17 Indisputable Laws of Teamwork

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Building a winning team is a process. Here are guiding laws for anytypeoforganization,group,orfamily,basedontheprinciplethat teamwork is essential in any great human endeavor.Whether you're a leader or a member, these laws will definitelyhaveapositiveeffectonyou,yourteam,andyourlife!Throughout human history, whatever the endeavor, greatindividuals still had teams of people supporting them along theway.KeyThoughtsTeamworkistheheartofgreatachievement.Teams involve more people, thus affording moreresources,ideas,andenergy.Teamsbenefitfrommultipleperspectives.Peoplestillwanttodothingsbythemselvesbecauseof:"Spinning more plates doesn't increase your talent, itincreases your likelihood of dropping a plate." To achievesomething really big, let go of your ego, and get ready to be partofateam.
1. Ego.
The Big Idea
heBigIdea
Published by BusinessSummaries, Building 3005 Unit 258, 4440 NW 73rd Ave, Miami, Florida 33166©2003 BusinessSummaries All rights reserved. No part of this summary may be reproduced or transmittedin any form or by any means, electronic, photocopying, or otherwise, without prior notice of BusinessSummaries.com
 
About theAuthor 
bouttheAuthor
John Maxwell
ohnMaxwell
In 1985, founded TheINJOY Group, a collection of threedistinct companies that employ 200people and provide resources andservices that help people reach their personal and leadership potential. Inaddition to building a successfulorganization, John has authoredmore than thirty books, including theNew York Times best sellersandCalledthenation'sforemostexpertonleadership, John was born in centralOhio five and a half decades ago. Hecredits his excellent leadershipinstincts and his early leadershiptraining to his father, Melvin Maxwell,whom he followed into the ministry.For over twenty-five years, John ledchurches in Indiana, Ohio, andCalifornia.In 1995, John began dedicatinghimself full-time to writing, speaking,and consulting. Each year he speakslive to more than 350,000 people.Known as a dynamic communicator,he is in high demand on the topic of leadership, and he speaks to many American corporations andentrepreneurialorganizations.John has earned bachelor's,master's, and doctoral degrees andhas also received five honorarydoctorates. He lives in Atlanta,Georgia.TwoofJohn'sfavoritebooksareby Dale Carnegie, andbyJamesAllen.
John MaxwellThe 21Irrefutable Laws of LeadershipFailingForward.Howto Win Friends & Influence PeopleAs a ManThinketh
The 17 Indisputable Laws of Teamwork 
The IndisputableLawsofTeamwork
CHAPTER 1: The Law of Significance
One is too small a number to achieve greatness.
CHAPTER :TheLawofSignificance
Embrace Them And Empower Your Team
mbraceThem nd mpowerYourTeam
Author:Publisher:Date of Publication:
John MaxwellThomas Nelson, Inc.,265
2001
ISBN:
 0785274346
No. of Pages:
 pages
65
pages
 
The 17 Indisputable Laws of Teamwork by John Maxwell
he IndisputableLawsofTeamworkbyJohnMaxwell
2. Insecurity.3. Naiveté.Temperament.
Secure leaders give power to others. Insecure leaders fail to buildteamsbecause:TheywanttomaintaintotalcontrolTheyfearbeingreplacedbysomeonemorecapableSome people simply underestimate the difficulty of achieving bigthings.Asaresult,theytrytogoitalone.Insomecases,likeonamountaintrek,thisdecisioncanbefatal.4. Some people aren't very outgoing and don't think in terms oteambuilding. Itneveroccurstothemtoenlistotherstoachievesomething.Ifyouthinkyouaretheentirepicture,youwillneverseethebigpicture. As in sports, individual accomplishments help the ego, but only good teams winchampionships.Howdopeoplestarttobecomeamoreunifiedteam?1. Lookatthebigpicture.Youneedtohaveaclearvisionorgoal.Leadersmustcommunicate this vision to the team members. People on a team will worktogetheronlyiftheyseewhatthey'reworkingtoward.2. Sizeupthesituation.3. Lineuptheneededresources.(Equipment,facilities,funding,etc.)4. Calluptherightplayers.5. Giveuppersonalagendas.6. Step up to a higher level.This means subordinating your role for the team'ssuccess. Former US president Jimmy Carter did this when he joined Habitat for Humanity, working alongside other volunteers. When you see the big pictureclearly,youservetheteammorequickly.OnegoodexampleofTheLawoftheNicheisUSSecretaryofStateColinPowell.Asthe United States' first African-American Secretary of State, he had an impeccabletrackrecordofservicetohiscountryasanarmysoldier,officer,afour-stargeneral,adeputy national security adviser, then as the national security adviser, and theyoungest chairman of the US Joint Chiefs of Staff. When the time came to select aperson for the job of Secretary of State, there was no question as to who should fillthe position. President Bush chose well in asking Colin Powell, giving his teamgreater credibility with a constituency that was less inclined to trust them. Thisexample shows us that when the right team member is in the right place, everyonebenefits.
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CHAPTER 2: The Law of the Big Picture
The goal is more important than the role.
CHAPTER2:TheLawoftheBigPicture
CHAPTER 3: The Law of the Niche
All players have a place where they add the most value.
CHAPTER3:TheLawoftheNiche
 
Whathappenswhenoneormoremembersareinthewrongposition?1. Moraleerodes.2. Progresscomestoahalt.3. Thecompetitiontakesadvantage.4. Theteamfailstorealizeitspotential.Having the right people in the right places is essential to team building. A team'sdynamicchangesaccordingtotheplacementofpeople:To be able to put people in the places that utilize their talents and maximize theteam'spotential,youneedthreethings:1. Intermsofvision,purpose,culture,andhistory.2. Whether the team is at a stage where itneedsfine-tuningorbuildingfromthegroundup.3. Evaluate each person's skills, discipline,strengths,emotions,andpotential.Guidelinesforfindingyourniche:Besecure.Inordertogrow,youmustbeflexibleandopentochange.Get to know yourself. Spend time reflecting on and exploring your gifts.Askothers for feedback. Remove your personal blind spots by identifying thoseweaknesses.Trustyourleader.Agoodleadermovesyouintherightdirection.Ifyoucan'ttrustyourleader,youareonthewrongteam.Seethebigpicture.Yourplaceontheteamonlymakessenseinthecontextofthebigpicture.Relyonyourexperience.Learnfrompastfailuresandsuccesses.Whenyoudiscoverwhatyouaremadefor,yourheartsings.One fine example of this law is the US military.This organization relies on matchingtherightpeopletotherightplaces,ifthereisabreakdowninthatstructure,theresultcanbedisastrous. Aplaceforeveryoneandeveryoneinhispalce.HowtoGetOnTrack:If you see you are not in the right place, make a transition to your niche.Createatransitionplanandtimetable.Ifyouhavenoideawhatyoushouldbedoing,thendosomeresearch.Trytoarticulateyourlife'spurpose.Trynewthings,andgainexperience.
TheWrongPersonintheWrongPlace = RegressionTheWrongPersonintheRightPlace = FrustrationTheRightPersonintheWrongPlace = ConfusionTheRightPersonintheRightPlace = ProgressionTheRightPeopleintheRightPlaces = Multipl cation
i
 Youmustknowtheteam. You must know the situation. You must know the players.
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The 17 Indisputable Laws of Teamwork by John Maxwell
he IndisputableLawsofTeamworkbyJohnMaxwell

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