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Team Lead Succeed: Helping teams achieve high-performance teamwork and greater success
“Everyone in a team has a voice, which needs to be heard, especially when things aren’t working as well as they should be. After all, nothing will change if you do not take action and speak up.”
Team Lead Succeed is for anyone who works in a team and wants to make a positive difference to its effectiveness.
It will help you to appreciate those areas of your teamwork that are working well, whilst also highlighting areas that could be working better and need to be shared with your team, discussed and, if agreed, changed.
We spend a large proportion of our careers working in teams. On average, we work for between 45-50 years of our life, and spend 35% of our waking hours during this period working, a lot of which will be as part of a team.
It is therefore important that this time is both fulfilling and positive, not only for you but for your colleagues as well.
If the team that you are a part of is not working effectively, it can feel awful and often has a knock-on effect on how you feel outside of work.
Team Lead Succeed provides learning and practical suggestions to help teams achieve high-performance teamwork and effectiveness, by better understanding WHO is in your team and HOW effective your teamwork is in 16 areas of teamwork. In addition, there is a chapter that explores leadership.
It provides learning, to raise awareness of the importance of understanding WHO is in your team, focussing on both the behavioural and technical skills of your team, and provides suggestions on how to make best use of these invaluable skills.
Using the Team DyNAmics Model, it then explores 16 areas of teamwork, with a chapter dedicated to
Purpose, trust, planning, collaboration, accountability, commitment, roles and skills, communication, decision-making, team meetings, processes, environment, vision, diversity, reflection and transformation.
Each chapter provides an overview of the specific area of teamwork, the benefits of ensuring it is working effectively, red flags of when it is not working effectively, a real-life story and suggestions to consider.
Finally, four questions are included, to get the reader thinking about their team and how the learning may apply to them.
In summary, the purpose of Team Lead Succeed is to provide teams with a better understanding of the important aspects in achieving high-performance teamwork, how these may specifically apply to them, and in doing so, enable constructive conversations to be had, that celebrate what is working well and enable the team to agree strategies, to overcome their challenges.
Team Lead Succeed is for anyone who works in a team and wants to make a positive difference to its effectiveness.
It will help you to appreciate those areas of your teamwork that are working well, whilst also highlighting areas that could be working better and need to be shared with your team, discussed and, if agreed, changed.
We spend a large proportion of our careers working in teams. On average, we work for between 45-50 years of our life, and spend 35% of our waking hours during this period working, a lot of which will be as part of a team.
It is therefore important that this time is both fulfilling and positive, not only for you but for your colleagues as well.
If the team that you are a part of is not working effectively, it can feel awful and often has a knock-on effect on how you feel outside of work.
Team Lead Succeed provides learning and practical suggestions to help teams achieve high-performance teamwork and effectiveness, by better understanding WHO is in your team and HOW effective your teamwork is in 16 areas of teamwork. In addition, there is a chapter that explores leadership.
It provides learning, to raise awareness of the importance of understanding WHO is in your team, focussing on both the behavioural and technical skills of your team, and provides suggestions on how to make best use of these invaluable skills.
Using the Team DyNAmics Model, it then explores 16 areas of teamwork, with a chapter dedicated to
Purpose, trust, planning, collaboration, accountability, commitment, roles and skills, communication, decision-making, team meetings, processes, environment, vision, diversity, reflection and transformation.
Each chapter provides an overview of the specific area of teamwork, the benefits of ensuring it is working effectively, red flags of when it is not working effectively, a real-life story and suggestions to consider.
Finally, four questions are included, to get the reader thinking about their team and how the learning may apply to them.
In summary, the purpose of Team Lead Succeed is to provide teams with a better understanding of the important aspects in achieving high-performance teamwork, how these may specifically apply to them, and in doing so, enable constructive conversations to be had, that celebrate what is working well and enable the team to agree strategies, to overcome their challenges.
336 pages, Kindle Edition
Published March 3, 2022
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Displaying 1 of 1 review
October 28, 2022
This needs a firm editor. It’s more of a good draft of some course notes than a finished book, to my way of thinking. Using the system of 4 behavioural preferences presented here, I would be a Blue, so I like things to be neatly done.
What’s in it? There's a "model" at the core of the book, a 16-item inventory of Team characteristics that are desirable to get right. I use the term advisedly, since there isn't much theory to say how it all relates to itself, or whether there's any predictive or descriptive power here. There could be, which is why the Blue-me has given this only 2*.
How is it written? Nick is not a Blue, so he likes stories and chatty stuff. Whereas, I'd like to see : a better explanation of how the bits links together, more formal comparison of the model into other work (more than a couple of endnotes) like maybe MBTI or Belbin, some Figure numbers, some references (which don’t have to be too academic) and an Index. Structurally, I’d be tempted to abandon the 16-chapter catalogue of the elements, in favour of something else, perhaps along the lines of stages of team development. I would lose the empty Ping Moments pages. This sort of thing is OK in training course manuals, but looks out of place in a book.
The graphic designer me wants to change the 4 colours to something else, mainly because yellow has a problematic tone against white, and blue doesn't show against black.
What’s in it? There's a "model" at the core of the book, a 16-item inventory of Team characteristics that are desirable to get right. I use the term advisedly, since there isn't much theory to say how it all relates to itself, or whether there's any predictive or descriptive power here. There could be, which is why the Blue-me has given this only 2*.
How is it written? Nick is not a Blue, so he likes stories and chatty stuff. Whereas, I'd like to see : a better explanation of how the bits links together, more formal comparison of the model into other work (more than a couple of endnotes) like maybe MBTI or Belbin, some Figure numbers, some references (which don’t have to be too academic) and an Index. Structurally, I’d be tempted to abandon the 16-chapter catalogue of the elements, in favour of something else, perhaps along the lines of stages of team development. I would lose the empty Ping Moments pages. This sort of thing is OK in training course manuals, but looks out of place in a book.
The graphic designer me wants to change the 4 colours to something else, mainly because yellow has a problematic tone against white, and blue doesn't show against black.
Displaying 1 of 1 review