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Creating Passion-Driven Teams: How to Stop Micromanaging and Motivate People to Top Performance
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides--and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to: -- Motivate without manipulating -- Turn mistakes into a fervent drive for quality -- Equip teams to enthusiastically adapt to change -- Create environments in which people strive for excellence--and more -- Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
- GenresBusinessManagement
224 pages, Paperback
First published June 9, 2009
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Displaying 1 - 8 of 8 reviews
December 30, 2012
Creating Passion-Driven Teams was and excellent read. I've found a lot of things I've notices from personal experience and learned tons of things more.
The book deals with all important aspects when working in teams: management and leader responsibilities, motivation, meetings and conversations, conflict resolution, training, mentorship and training. It's filled with practical advice and real world example.
It's easy to read and easy to related to all the little stories.
I'm fond of the short summary at the end of each chapter.
The book deals with all important aspects when working in teams: management and leader responsibilities, motivation, meetings and conversations, conflict resolution, training, mentorship and training. It's filled with practical advice and real world example.
It's easy to read and easy to related to all the little stories.
I'm fond of the short summary at the end of each chapter.
April 14, 2022
Builders vs Climbers
- only builders can create passion driven teams
- To become a builder, make these three commitments:
1. Develop yourself personally and professionally.
2. Never become complacent.
3. Study the members of your team to learn what makes them tick.
Management Matrix
1. “Front-line employees” – All new and experienced employees who do not hold a supervisory role. Their raw products are the materials with which they work, the process is how they perform their jobs and the product is the outcome of their labor.
2. Managers – Line supervisors and team leaders. Their raw products are the employees, their processes are training the employees and coordinating their work, and their product is “efficient operations.”
3. Leaders – The CEO and other top executives. Their raw products are “ideas” about the company’s “realistic capabilities” and direction, their process is the communication of these ideas and their product is an “effective organization.”
“What holds people back from moving forward is not a lack of motivation. It is the presence of obstacles.”
Show team members how they can help the company to accomplish its mission. Explain the connections between the company’s goals and individual work tasks. Employees will see that when their work backs up, they prevent the whole company from moving ahead.
Delegate by following this five-step procedure:
1. Examine the big picture and then split it up into discrete tasks.
2. Assign jobs to the workers who can do them best.
3. When delegating a duty, explain its role in the overall effort.
4. Make sure you and the employee agree about the end product.
5. Check in regularly with team members.
- only builders can create passion driven teams
- To become a builder, make these three commitments:
1. Develop yourself personally and professionally.
2. Never become complacent.
3. Study the members of your team to learn what makes them tick.
Management Matrix
1. “Front-line employees” – All new and experienced employees who do not hold a supervisory role. Their raw products are the materials with which they work, the process is how they perform their jobs and the product is the outcome of their labor.
2. Managers – Line supervisors and team leaders. Their raw products are the employees, their processes are training the employees and coordinating their work, and their product is “efficient operations.”
3. Leaders – The CEO and other top executives. Their raw products are “ideas” about the company’s “realistic capabilities” and direction, their process is the communication of these ideas and their product is an “effective organization.”
“What holds people back from moving forward is not a lack of motivation. It is the presence of obstacles.”
Show team members how they can help the company to accomplish its mission. Explain the connections between the company’s goals and individual work tasks. Employees will see that when their work backs up, they prevent the whole company from moving ahead.
Delegate by following this five-step procedure:
1. Examine the big picture and then split it up into discrete tasks.
2. Assign jobs to the workers who can do them best.
3. When delegating a duty, explain its role in the overall effort.
4. Make sure you and the employee agree about the end product.
5. Check in regularly with team members.
This entire review has been hidden because of spoilers.
September 26, 2023
Fairly good book. Lots of kernels of knowledge.
March 29, 2010
Report on building enthusiastic work teams
Don’t try to motivate your employees by manipulating them; be honest with them and you’ll discover that they motivate themselves. Don’t humiliate them when they make mistakes; instead, treat errors as valuable learning experiences. Don’t automatically tune staffers out when they speak; listen and you will discover a lot. Don’t hold meetings just to meet; make sure every conference has a purpose. And above all, don’t micromanage, because that drives good people out the door. This is an ample list of management “don’ts.” But what should you do to manage well? Training expert Dan Bobinski says the answer is simple: Provide the conditions that will spark passion in your people. Although his anecdotes are overly simplified and may seem contrived, getAbstract believes Bobinski presents his points persuasively. His colorful, elementary guide will give newbie supervisors and human resource managers much pause for thought.
Don’t try to motivate your employees by manipulating them; be honest with them and you’ll discover that they motivate themselves. Don’t humiliate them when they make mistakes; instead, treat errors as valuable learning experiences. Don’t automatically tune staffers out when they speak; listen and you will discover a lot. Don’t hold meetings just to meet; make sure every conference has a purpose. And above all, don’t micromanage, because that drives good people out the door. This is an ample list of management “don’ts.” But what should you do to manage well? Training expert Dan Bobinski says the answer is simple: Provide the conditions that will spark passion in your people. Although his anecdotes are overly simplified and may seem contrived, getAbstract believes Bobinski presents his points persuasively. His colorful, elementary guide will give newbie supervisors and human resource managers much pause for thought.
February 8, 2012
The 2nd chapter should be mandatory reading for all managers and leaders. If more people understood this there would be a lot less micromanaging in this world. I liked how the book gave tons of practical advice instead of theoretical hogwash. Like so many of my friends and colleagues, I never received any training on how to be a manager. They just promoted me and expected me to know what to do. I wish I had this book back then. It would have saved hundreds of mistakes and prevented me from damaging what were once good relationships. If you never had any good, practical training on how to actually manage a team, you will benefit from this book.
August 28, 2015
Best management book I've ever read. And I've read quite a lot of them. Bobinski explains his material clearly and well. The book would be worth the cost if all it contained was chapter 6: The Myths of Motivation." I will never again say someone "just isn't motivated." Instead, I will follow Bobinski's lead and ask myself, "What is this person motivated by and how can I help them achieve more of that through the work we need to do?" The chapter on listening is pure gold -- again, worth the price of the book if that's all you read.
January 10, 2012
Scattered and not especially insightful. One example quote: "At the leadership level, the expected outcome is an effective organization." Really? Thanks.
While the concepts certainly make sense, such as providing good training and listening to your team members, they were all either things I've heard before or things that didn't require much of a stretch. Disappointing.
While the concepts certainly make sense, such as providing good training and listening to your team members, they were all either things I've heard before or things that didn't require much of a stretch. Disappointing.
February 14, 2016
Very practical tips which can be applied immediately. Also provided case studies which is very good references on how things can go well or not. Good recommended readings at the end!
Displaying 1 - 8 of 8 reviews