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Any Given Team: Improving Leadership and Team Performance
Leadership consultant to the Australian national basketball teams, business and academic organisaltions, Australian Football League, National Basketball League, National Rugby League and Rugby Union Super 14 teams, Ray McLean’s clear and concise messages for improving team performance are resonating beyond business and elite sport and revolutionising the way we approach team activities in general. Paperback is available from www.leadingteams.net.au
154 pages, Kindle Edition
First published June 10, 2015
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Displaying 1 - 2 of 2 reviews
August 14, 2017
HIGHLIGHTS FROM ANY GIVEN TEAM
I have bucketed my book highlights into 6 parts
1) The Purpose of the Team & Behaviours needed
- Getting the players together and finding out how they saw themselves as a team now and comparing that with how they wanted to be seen. Once we’d identified where the team wanted to go, we’d look at how they’d need to behave to get there,
- What is the real purpose of this team? What kind of team did they want to be?. What kind of behaviour will get them there?
2) Self Management:
- One of the fundamentals of leadership is to know yourself and be comfortable with who you are.
- If they’re going to improve as a team, they needed to be able to manage themselves and before that could happen they had to be allowed to manage themselves.
3) Regular Peer Feedback & Evaluation
- Honest feedback needs to be delivered and received dispassionately and without any other agenda but to improve one another’s performances.
- One of the most important things in allowing people to give feedback is that if you accept it without defending yourself, sometimes they’ll go away and think about their behaviour rather than yours.
- Any feedback had to include a strategy for improvement and a commitment to support the player in their efforts to improve.
- Attaining systematic honesty about the team’s performance.
- Whether an opinion was valid or invalid was far less important than exploring and trying to understand why the person thought that way.
4) Vested Interest in team-mates development
- Develop an environment where each player has a vested interest in the development of his team-mates (Everyone buying into everyone else’s improvement is crucial), and people are driving themselves individually and collectively towards the team they want be, the team’s performance will improve and continue to improve.’
5) Recognition & Measuring Appropriate Outcomes
- Often a team will say it’s going to adopt some core behaviours that will help the team be the kind of team it wants to be by, say, treating the customers with respect and listening to their needs. But how can that be if all management monitors is the amount of sales that the individuals within the team makes?
- Without there being rewards on offer for serving customers with extra care and attention, there can be no argument about it;
- if the team’s espoused behaviours aren’t measured, supported and promoted above all other considerations, then, simply, they aren’t the team’s behaviours.
6) Peer selected Leadership group
- leadership group selected by its peers
- who were the closest to modeling the behaviours that the team said they aspired to, and who would have the courage to challenge others if they saw others in breach of agreed behaviours?
I have bucketed my book highlights into 6 parts
1) The Purpose of the Team & Behaviours needed
- Getting the players together and finding out how they saw themselves as a team now and comparing that with how they wanted to be seen. Once we’d identified where the team wanted to go, we’d look at how they’d need to behave to get there,
- What is the real purpose of this team? What kind of team did they want to be?. What kind of behaviour will get them there?
2) Self Management:
- One of the fundamentals of leadership is to know yourself and be comfortable with who you are.
- If they’re going to improve as a team, they needed to be able to manage themselves and before that could happen they had to be allowed to manage themselves.
3) Regular Peer Feedback & Evaluation
- Honest feedback needs to be delivered and received dispassionately and without any other agenda but to improve one another’s performances.
- One of the most important things in allowing people to give feedback is that if you accept it without defending yourself, sometimes they’ll go away and think about their behaviour rather than yours.
- Any feedback had to include a strategy for improvement and a commitment to support the player in their efforts to improve.
- Attaining systematic honesty about the team’s performance.
- Whether an opinion was valid or invalid was far less important than exploring and trying to understand why the person thought that way.
4) Vested Interest in team-mates development
- Develop an environment where each player has a vested interest in the development of his team-mates (Everyone buying into everyone else’s improvement is crucial), and people are driving themselves individually and collectively towards the team they want be, the team’s performance will improve and continue to improve.’
5) Recognition & Measuring Appropriate Outcomes
- Often a team will say it’s going to adopt some core behaviours that will help the team be the kind of team it wants to be by, say, treating the customers with respect and listening to their needs. But how can that be if all management monitors is the amount of sales that the individuals within the team makes?
- Without there being rewards on offer for serving customers with extra care and attention, there can be no argument about it;
- if the team’s espoused behaviours aren’t measured, supported and promoted above all other considerations, then, simply, they aren’t the team’s behaviours.
6) Peer selected Leadership group
- leadership group selected by its peers
- who were the closest to modeling the behaviours that the team said they aspired to, and who would have the courage to challenge others if they saw others in breach of agreed behaviours?
August 3, 2019
Fantastic
Displaying 1 - 2 of 2 reviews