100 Great Team Effectiveness Ideas

  • 2h 51m
  • Peter Shaw
  • Marshall Cavendish
  • 2015

Most of us work in teams at work. This book provides prompts to enable teams to thrive and be effective in demanding times.

There is a huge interest to ensure teams are effective. The speed of change has meant teams have to be quick to adapt. Information technology means that teams have access to much more information, but need to be able to use that information in a constructive and sure-footed way. Globalization means that there are many more virtual teams which have to find ways of working quickly and effectively, while adapting to cultural differences about expectations and ways of working.

Good team leaders are regularly looking for ways of equipping their teams to work effectively, whilst also ensuring there is time to reflect on longer term issues. There is a growing appetite to try new approaches and learn from the experience of others.

The ideas in this book will provide a range of suggestions to help you calibrate how best you can be both an effective team leader and member. The book is designed so you can dip into the different sections. It is intended to be a practical tool for managers and leaders at any level, in any organization, in any country.

About the Author

Peter Shaw works with individuals, teams and groups to help them grow their strengths and tackle demanding issues confidently. He has held a wide range of Board posts covering finance, personnel, policy, communications and delivery and had previously worked in five UK Government departments (Treasury, Education, Employment, Environment and Transport). He is the author of a sequence of influential leadership books and a Visiting Professor at Newcastle University Business School. He is also author of 100 Great Personal Impact Ideas and 100 Great Coaching Ideas in the same series.

In this Book

  • 100 Great Team Effectiveness Ideas
  • Foreword
  • Introduction
  • Why Do Teams Matter?
  • When Can A Team Help You Be Effective?
  • When Is A Team Not A Team?
  • What Characterises Teams That Adapt Well To Changing Circumstances?
  • What Have You Learnt From Contributing To A Tea That Worked Well?
  • When Have You Helped Turn A Team Around?
  • What Have Been The Ingredients Of The Shared Purpose Of A Successful Team?
  • What Has Been An Effective Relationship Between Rational And Emotional Considerations?
  • How Have Good Teams Used Difference To Good Effect?
  • What Has Enabled Effective Teams To Cope Well In A Crisis?
  • Understand Its History and the Emotions
  • Understand the Characters, Motivations and Expectations
  • Understand Where Sponsors Are Coming From
  • Understand How Communication Happens
  • Listen In Order To Understand
  • Pace Your Interventions
  • Be Clear On the Direction
  • Maintain Momentum as Team Members Change
  • Know Who Your Allies Are
  • Be Willing To Make Hard Decisions
  • Know Their Preferences and What Keeps Them Fresh At Work
  • Recognise the Type of Leadership They Need From You
  • Ensure Effective Recognition
  • Respect What Gives Them Energy in Other Spheres
  • Know What You Will Do If They Do Not Deliver
  • Enable People to Have Their Voice
  • Be a Good Coach
  • Encourage Team Members to Work In Collaboration Rather Than Competition
  • Balance Face-To-Face and Virtual Communication
  • Recognise When You Need To Be Unreasonable
  • Be Clear On Outcomes to Be Delivered and the Tone to Be Set
  • Be Clear On the Balance of Skills That Are Needed
  • Be Clear About the Values Underpinning the Team
  • Recognise Potential De-Railers
  • Bring both Realism and Aspiration
  • Treat Your Team Members As If They Are Volunteers
  • Be Clear On the Milestones towards Desired Outcomes
  • Be Clear How the Team Needs To Engage With the Wider Organisation
  • Be Explicit In Building Team Resilience
  • Demonstrate Your On-Going Commitment to the Team
  • Learn By Experience and Experiment in Different Contexts
  • Take Time Out to Widen Your Perspective
  • Do Mutual Mentoring
  • Work-Shadow Team Leaders in Others Spheres
  • Take a Step-Change in Your Confidence
  • Keep Developing Your Approach to Communication
  • Widen Your Repertoire of Approaches, Including Role-Playing How You Might Lead Differently
  • Build Your Succession and Ensure You Are Dispensable
  • Trust Your Intuitive Judgement More
  • Build In Feedback Loops
  • Set a Constructive Example
  • Share Examples of Good Practice
  • Maintain a Regular Dialogue about What Makes an Effective Team
  • Encourage Partnerships between Different Parts of the Organisation
  • Encourage Participation in a Range of Different Teams
  • Encourage the Shadowing Of Other Teams
  • Reward and Recognise Effective Teams
  • Ensure That Diversity Is Recognised
  • Enable Teams to End Well
  • Build In Effective Learning When Teams Are Disbanded
  • Know What the Leader Wants and Where You Can Contribute
  • Recognise the Constraints upon You
  • Recognise How Best To Be Influential
  • Watch Your Tone of Voice and Body Language
  • Be Prepared To Challenge an Established Team
  • Bring Reality and a Fresh Perspective to an Uncertain Team
  • Draw Out the Best in Others
  • See Success as the Success of the Team, Not Just Your Personal Success
  • Allow Your Contribution to Evolve Over Time
  • Recognise When It Is Time to Move On
  • Have a Clear Purpose and Be Realistic About the Outcomes of Team Events
  • Use External Team Coaching or Facilitation Wisely
  • Create Reflective Space
  • Manage Time and Energy Effectively
  • Encourage People to Think and Act Out Of Role
  • Use Feedback Exercises and Psychometric Assessments with Care
  • Recognise the Significance of Emotional Bonds
  • Explore Sensitive Issues
  • Minimise Distractions
  • End on a High
  • Encourage Brief Stock-Takes at the End of Meetings
  • Encourage the Articulation of Observation and Feedback
  • Encourage Meetings to Take Place in Different Contexts and Different Formulations
  • Encourage Input from a Range Of Specialists
  • Ensure the Voice of the Customer Is Never Far Away
  • Encourage Interchangeability of Roles Where Possible
  • See Changing Membership as an Opportunity Rather Than As a Problem
  • Leverage the Benefits of Working Virtually
  • Partner Teams in Other Organisations
  • Merge Teams to Galvanise Progress
  • Believe In Your Progress So Far
  • Recognise the Anxieties You Can Leave Behind
  • Accept That You Should Not Be Trying Too Hard
  • Recognise What Is the Stretch for You
  • Accept That There Will Be Fallow Periods
  • Recognise What You Can Achieve When You Are At Your Best
  • Share Your Aspirations for the Future
  • Know What Will Nourish You and Uphold You
  • Be Ready For Unexpected Opportunities
  • Keep Passing on Your Understanding and Your Learning
  • Books by Dr Peter Shaw


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