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The Orange Revolution: How Great Teams Can Transform an Organization, Library Edition
Following the enormous popularity of their bestselling The Carrot Principle, Adrian Gostick and Chester Elton return with a groundbreaking guide to building high-performance teams. The powerful research reported in The Orange Revolution reveals that the true driver of exceptional success for great companies is not a genius CEO. Breakthrough success is driven by a particular breed of breakthrough team that generates its own momentum-a harmonious group of colleagues in the trenches, working passionately together to pursue a shared vision and leading their whole company to a new level. Yet the research also shows that less than twenty percent of teams are working anywhere near their optimal capacity. Based on their extraordinary experience working with leading companies, including Zappos.com, Pepsi Bottling Group, and Madison Square Garden, as well as on a never-before-published 350,000-person study by the Best Companies Group-which issues the Best Places to Work list-Gostick and Elton reveal the five vital characteristics of these great teams and provide a powerful step-by-step prescription for building them. Through remarkable stories from organizations that have used these methods to take teams to the breakthrough level, they show exactly how to ignite the passion and vision to bring about an Orange Revolution.
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First published January 1, 1947
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Displaying 1 - 30 of 45 reviews
March 6, 2011
Loved it.
Characteristics of the best managers
1) Goal setting (knowing where you are going)
2) Communication (wise use of your voice and ears)
3) Trust (believing in others and being trustworthy)
4) Accountability (doing what you say you will do)
5) Recognition (appreciating others' strengths)
The rule of 3: cultivating a team
1) Wow: team members must hold themselves and each other to a world-class standard of performance
2) No Surprises: all team members must engage in open communication with one another, establishing clarity of expectations, freely debating issues, disagreeing if they have good reason to, and sharing ideas
3) Cheer: team members must root for each other, which includes appreciating great work, providing support, and avoiding disparagement
Six ingredients to world-class results
1) Dream
2) Believe
3) Risk
4) Measure
5) Persevere
6) Tell stories
No Surprises: Mastering Communication
1) Communicate pre-, present, and post-
2) Acknowledgment and respect
3) Availability
4) Accepting ideas
5) Responsiveness
6) Broadcasting vitals (deadlines, goals, responsibilities, progress are always in view and members are aware of the objectives of their teammates and the team as a whole)
7) Offer help, ask for help
8) Create face-to-face time
See Chapter 8: 101 Ways to Bring your Team Together
1) Shared experiences (training opportunities, outings, social events)
2) Shared symbols (organizational brands and emblems, team names, attire)
3) Shared challenges (projects, hurdles, milestones)
4) Shared rewards and recognition (team celebrations, individual rewards)
5) Personal balance (life outside of work)
6) Shared voice (values, goals inside lingo)
7) Shared knowledge and skills (teaching, learning, developing)
8) Shared competitors (identifying rivals, nemesis, villains)
9) Shared fun (laughing, bonding)
10) Shared environment (office space, behaviors, traditions)
11) Shared relationships (familiarity, caring, interpersonal skills)
Best role for the manager and senior leader in the creation of espirit de corps
1) Allow it: If you see it happening, give permission to allow it to grow. Keep in mind that you may think a few mavericks are joining forces to create trouble. But with like-minded counterparts, has-been trouble-makers can become breakthrough team leaders.
2) Train it: Don't assume any of this comes naturally. Create development opportunities for people to understand how to find and build their breakthrough teams. Teach them how to create opportunities for honest elephant-in-the-room discussions - giving people a chance to discover others who may share passions, perceptions, etc.
3) Find it: Look for teams operating at outlier levels or those with the potential to do so and foster appropriate situations and conditions for their success. Your job is to realize the breakthrough team exists and allow it to exist - not to control it.
4) Reward it: Show the teams that you notice their shared vision and passion, and that you appreciate it. Don't wait for a final outcome to say thanks, but reward every step toward success along the way. Frequent recognition will only make the team achieve more.
5) Promote and profile it: Realize that all employees want to be part of a great team. Promote members of outstanding teams, and communicate how their commitment to each other boosted the organization as a whole. Let others learn from their success.
Make sure to apply these to teams inside and outside the office. Families, friends, neighbors, church groups, etc. can all benefit from Wow, No Surprises, and Cheer!
Characteristics of the best managers
1) Goal setting (knowing where you are going)
2) Communication (wise use of your voice and ears)
3) Trust (believing in others and being trustworthy)
4) Accountability (doing what you say you will do)
5) Recognition (appreciating others' strengths)
The rule of 3: cultivating a team
1) Wow: team members must hold themselves and each other to a world-class standard of performance
2) No Surprises: all team members must engage in open communication with one another, establishing clarity of expectations, freely debating issues, disagreeing if they have good reason to, and sharing ideas
3) Cheer: team members must root for each other, which includes appreciating great work, providing support, and avoiding disparagement
Six ingredients to world-class results
1) Dream
2) Believe
3) Risk
4) Measure
5) Persevere
6) Tell stories
No Surprises: Mastering Communication
1) Communicate pre-, present, and post-
2) Acknowledgment and respect
3) Availability
4) Accepting ideas
5) Responsiveness
6) Broadcasting vitals (deadlines, goals, responsibilities, progress are always in view and members are aware of the objectives of their teammates and the team as a whole)
7) Offer help, ask for help
8) Create face-to-face time
See Chapter 8: 101 Ways to Bring your Team Together
1) Shared experiences (training opportunities, outings, social events)
2) Shared symbols (organizational brands and emblems, team names, attire)
3) Shared challenges (projects, hurdles, milestones)
4) Shared rewards and recognition (team celebrations, individual rewards)
5) Personal balance (life outside of work)
6) Shared voice (values, goals inside lingo)
7) Shared knowledge and skills (teaching, learning, developing)
8) Shared competitors (identifying rivals, nemesis, villains)
9) Shared fun (laughing, bonding)
10) Shared environment (office space, behaviors, traditions)
11) Shared relationships (familiarity, caring, interpersonal skills)
Best role for the manager and senior leader in the creation of espirit de corps
1) Allow it: If you see it happening, give permission to allow it to grow. Keep in mind that you may think a few mavericks are joining forces to create trouble. But with like-minded counterparts, has-been trouble-makers can become breakthrough team leaders.
2) Train it: Don't assume any of this comes naturally. Create development opportunities for people to understand how to find and build their breakthrough teams. Teach them how to create opportunities for honest elephant-in-the-room discussions - giving people a chance to discover others who may share passions, perceptions, etc.
3) Find it: Look for teams operating at outlier levels or those with the potential to do so and foster appropriate situations and conditions for their success. Your job is to realize the breakthrough team exists and allow it to exist - not to control it.
4) Reward it: Show the teams that you notice their shared vision and passion, and that you appreciate it. Don't wait for a final outcome to say thanks, but reward every step toward success along the way. Frequent recognition will only make the team achieve more.
5) Promote and profile it: Realize that all employees want to be part of a great team. Promote members of outstanding teams, and communicate how their commitment to each other boosted the organization as a whole. Let others learn from their success.
Make sure to apply these to teams inside and outside the office. Families, friends, neighbors, church groups, etc. can all benefit from Wow, No Surprises, and Cheer!
April 3, 2011
I loved this book! I think what made it especially good was I read it with my fabulous team and it cemented with research (350,000 people) what I have always believed - that success comes mainly from teams. It summed up a and put into words a number of leadership ideas that I've had in my mind for years, but never fully articulated, that it is important to hvae the team focused on a common cause and purpose, that it is a collaborative effort where the team recognizes each other and holds each other accountable and the importance of truly bringing the team together and cultivating an environment of trust and responsibility.
I believe one of the fundamental keys to a leaders success is that everyone on their team is engaged and that without a fully engaged team success or at least world class success will be non-existent (or at least fleeting). The team needs to be passionate about what they do and passionate about their mission. For my team that is empowering managers to lead and take responsibility for their own teams - their development, their performance and their success. It is also about helping managers drive engagement on their teams. It is something my entire team is passionate about and I think made it especially wonderful to read this book together as a team.
In this book, Chester and Adrian take what they've culled from thousands and thousands of survey's and the condense it into some simple principles and nuggets of wisdom. They made this easily readable by adding in stories of many teams.
A year ago when I joined this team someone asked what I would do if things didn't change and I said that for starters, my philosophy was that as an associate working for a company that you weren't happy with you had three options - accept things the way they are, change things or leave. I told her that I would give it a full year and I believed the only answer was to change things. It's now been a year and we are well on our way to becoming a team that will literally transform the entire organization. Our little team of less then twenty has direct influence over thirteen thousand associates and approximately 300 managers.
While The ORANGE Revolution didn't really tell us anything we didn't know, it did help focus us and each chapter led us into wonderful areas of discussion and reflection (we read a chapter each week and talked about it for 30 minutes).
I'd highly recommend this book to anyone who works on a team - it doesn't matter if it is a work team, a sports team, a volunteer team or a community or church team - this book will give you great tips for taking your team to the next level.
I believe one of the fundamental keys to a leaders success is that everyone on their team is engaged and that without a fully engaged team success or at least world class success will be non-existent (or at least fleeting). The team needs to be passionate about what they do and passionate about their mission. For my team that is empowering managers to lead and take responsibility for their own teams - their development, their performance and their success. It is also about helping managers drive engagement on their teams. It is something my entire team is passionate about and I think made it especially wonderful to read this book together as a team.
In this book, Chester and Adrian take what they've culled from thousands and thousands of survey's and the condense it into some simple principles and nuggets of wisdom. They made this easily readable by adding in stories of many teams.
A year ago when I joined this team someone asked what I would do if things didn't change and I said that for starters, my philosophy was that as an associate working for a company that you weren't happy with you had three options - accept things the way they are, change things or leave. I told her that I would give it a full year and I believed the only answer was to change things. It's now been a year and we are well on our way to becoming a team that will literally transform the entire organization. Our little team of less then twenty has direct influence over thirteen thousand associates and approximately 300 managers.
While The ORANGE Revolution didn't really tell us anything we didn't know, it did help focus us and each chapter led us into wonderful areas of discussion and reflection (we read a chapter each week and talked about it for 30 minutes).
I'd highly recommend this book to anyone who works on a team - it doesn't matter if it is a work team, a sports team, a volunteer team or a community or church team - this book will give you great tips for taking your team to the next level.
Read
June 23, 2020“The Orange Revolution: how one great team can transform an entire organization” is the equivalent of a self-help book for a dysfunctional work team environment in need of repair. Since so much success in non-profits depends on a team rather than any single individual effort, I thought it would make for a good read as my site transitions into new leadership and considers restructuring departments. This book looks at tools and methods for building breakthrough teams that energize and mobilize organizations to sometimes reinvent themselves and find renewed success in unexpected ways.
Building a great work team starts with building and articulating a clear common cause. Studies have shown this to be true, but people - especially Millenniums - are motivated by cause before paycheck. Helping each team member see where their work fits into this cause will help them find meaning even with the most mundane task. Breakthrough teams believe in their cause, whatever it might be, and tend to follow the Rule of 3: 1. commit to a high standard of world-class performance (also called Wow, or in some industries, Flare); 2. commit to accountability and open, honest debate; and 3. Cheer on each other. Leadership roles call for more facilitation rather than dictating. In other words, good leaders put together dynamic teams by finding members who compliment each other in skills and personality - and then they get out of the way. The author also argues that team members demonstrate personal competence in their team roles, that leaders facilitate good and consistent communication, and more cheer.
The book also points out the importance of camaraderie in building strong teams - co-workers who spend time together outside of work actually show increased productivity and achievement at work. This probably explains why we get hours for carpooling to and from corps days. This is an interesting read with lots of valuable reminders of what makes a team tick.
Building a great work team starts with building and articulating a clear common cause. Studies have shown this to be true, but people - especially Millenniums - are motivated by cause before paycheck. Helping each team member see where their work fits into this cause will help them find meaning even with the most mundane task. Breakthrough teams believe in their cause, whatever it might be, and tend to follow the Rule of 3: 1. commit to a high standard of world-class performance (also called Wow, or in some industries, Flare); 2. commit to accountability and open, honest debate; and 3. Cheer on each other. Leadership roles call for more facilitation rather than dictating. In other words, good leaders put together dynamic teams by finding members who compliment each other in skills and personality - and then they get out of the way. The author also argues that team members demonstrate personal competence in their team roles, that leaders facilitate good and consistent communication, and more cheer.
The book also points out the importance of camaraderie in building strong teams - co-workers who spend time together outside of work actually show increased productivity and achievement at work. This probably explains why we get hours for carpooling to and from corps days. This is an interesting read with lots of valuable reminders of what makes a team tick.
April 7, 2018
This was a great read. It wasn't a read that I kept telling myself I couldn't put down, though. While the text is definitely geared toward the business world, creative thinking throughout your reading will allow the reader to adapt the concepts to any organization. I think that is why I had to read a little, then think a little, then read some more, then think some more...you get the picture.
August 25, 2018
Great examples of the importance of recognition in the workplace.
April 21, 2019
The most frustrating thing about this book was when the authors "applied" their "orange" theory to teams and events that occurred outside of their influence. There are better management books.
April 25, 2022
Good book about building high performing and effective teams. Makes sense without reading the authors’ previous book (The Carrot Principle).
July 4, 2022
Ugh. This book was truly terrible. Their examples of great teamwork are basically the idiot’s guide to exploiting employees and pat yourself on the back for being such a great boss. Gross.
March 13, 2023
A book with lots of practical tips for team unity and achieving as a team.
April 7, 2024
Fantastic read on breakthrough teams' culture, I doubt we can find these practices as a norm in local corporate culture.
September 2, 2022
This is a book about carrots, the authors' catchphrase for employee recognition. In particular, the term "Orange" is used to describe the overall characteristics, rules and behaviors of great teams.
Leaders of Orange Teams that achieve enhanced business results are generally seen as stronger in the following four areas:
~ goal setting (knowing where you are going)
~ communication (wise use of your voice and ears)
~ trust (believing in others and being trustworthy)
~ accountability (doing what you say you will do)
When leaders combined these Basic 4 leadership characteristics with frequent purposed-based recognition, return on equity was more than three times higher than expected, and team morale was more than twice as high.
Recognition is a powerful accelerant to The Basic 4. It's a divider between good teams and great teams. In fact, the number one reason people leave organizations is that they don't feel appreciated.
The Basic 4 + Recognition characterizes the "softer" side of business, the side that matters most to most people.
This book would have been a success had the key take-home points stopped at The Basic 4 + Recognition. However, the authors went one step further to introduce The Rule of 3:
~ Wow (commit to a standard of world-class performance)
~ No surprises (all team members are accountable and each member knows what to expect from the others)
~ Cheer (team members cheer others and the group on to victory)
An additional chapter lists 101 Ways to Bring Your Team Together.
While this additional information is useful and practical it tends to distract from the core message of The Basic 4 + Recognition.
Bottom line: We all work harder when someone is paying attention to our efforts.
For addition reading I suggest starting with the five-star predecessor to this book, The Carrot Principle. Also consider the five-star Switch: How to Change Things When Change Is Hard.
Access Gene Babon's reviews of books on Business Leadership and Business Strategy at Pinterest.
Leaders of Orange Teams that achieve enhanced business results are generally seen as stronger in the following four areas:
~ goal setting (knowing where you are going)
~ communication (wise use of your voice and ears)
~ trust (believing in others and being trustworthy)
~ accountability (doing what you say you will do)
When leaders combined these Basic 4 leadership characteristics with frequent purposed-based recognition, return on equity was more than three times higher than expected, and team morale was more than twice as high.
Recognition is a powerful accelerant to The Basic 4. It's a divider between good teams and great teams. In fact, the number one reason people leave organizations is that they don't feel appreciated.
The Basic 4 + Recognition characterizes the "softer" side of business, the side that matters most to most people.
This book would have been a success had the key take-home points stopped at The Basic 4 + Recognition. However, the authors went one step further to introduce The Rule of 3:
~ Wow (commit to a standard of world-class performance)
~ No surprises (all team members are accountable and each member knows what to expect from the others)
~ Cheer (team members cheer others and the group on to victory)
An additional chapter lists 101 Ways to Bring Your Team Together.
While this additional information is useful and practical it tends to distract from the core message of The Basic 4 + Recognition.
Bottom line: We all work harder when someone is paying attention to our efforts.
If you are in a leadership role, pay attention—daily.
If you are a member of a team, pay attention—daily.
Recognize the members of your team and cheer for your teammates—daily.The Orange Revolution begins with you.
For addition reading I suggest starting with the five-star predecessor to this book, The Carrot Principle. Also consider the five-star Switch: How to Change Things When Change Is Hard.
Access Gene Babon's reviews of books on Business Leadership and Business Strategy at Pinterest.
November 19, 2011
Though the fundamental principles of "Orange" are rather obvious---that is, recognition and strong communication are the basis of exemplary teams---these topics are treated over and over in management books for good reason: lots of managers ignore them. My armchair psychoanalysis is that ego is mostly to blame (managers think they are too important to praise others, or are too busy thinking about themselves), but I think you could also trace it to general social ineptitude: some people just feel awkward about approaching others, even for benign reasons. So, while Orange is certainly not groundbreaking, it's good to be reminded of just how much can be accomplished when we intentionally make time to communicate with each other: listening, recognizing talent, praising good work, and talking about shared goals.
July 19, 2012
The Orange Revolution is one of the first books that I read which addresses building powerful teams. These powerful teams thrive even in hostile work environments. The key points I gathered about creating an influential team are create an environment for honest communication, encourage team mates in their roles and serve people beyond their expectations (e.g. hand written notes of appreciation).
I have to confess when the authors mentioned Zappos I rolled my eyes. This is because Zappos is mentioned in the last five books on business, marketing, etc. I have read. I assumed that I would hear the same analysis as to why they are successful. I was wrong. Gostick and Elton discussed the team perspective of Zappos and just displayed another competative advantage to their business model.
I have to confess when the authors mentioned Zappos I rolled my eyes. This is because Zappos is mentioned in the last five books on business, marketing, etc. I have read. I assumed that I would hear the same analysis as to why they are successful. I was wrong. Gostick and Elton discussed the team perspective of Zappos and just displayed another competative advantage to their business model.
August 26, 2013
Originally wrote: “I read the Carrot Principle a while back and saw this new book by the same crowd advertised all over Atlanta airport – so I thought I’d give it a try. I’m growing to adore data-based business analysis books (with Good to Great still being the ultimate).”
This book surprised me. A well written book packed with very, very useful information about team dynamics and how the best companies get it right. Lots of data included that seems obvious to me know, but only once it was pointed out.
This is one of the few books that will definitely (and positively) alter the way I work with everyone around me.
This book surprised me. A well written book packed with very, very useful information about team dynamics and how the best companies get it right. Lots of data included that seems obvious to me know, but only once it was pointed out.
This is one of the few books that will definitely (and positively) alter the way I work with everyone around me.
March 25, 2011
If you've talked to me about work lately, you've probably heard me talk about this one.
I think it's great - practical, understandable, and one that anyone - manager or not - can start putting into practice.
The central message is to start focusing on 3 things: Wowing your patrons and co-workers, having continuous open and honest communication, and cheering each other on.
The authors have lots of research to indicate that having these 3 things in place will affect staff engagement, innovative ideas, and the bottom line.
An excellent book that I will likely re-read again and again.
I think it's great - practical, understandable, and one that anyone - manager or not - can start putting into practice.
The central message is to start focusing on 3 things: Wowing your patrons and co-workers, having continuous open and honest communication, and cheering each other on.
The authors have lots of research to indicate that having these 3 things in place will affect staff engagement, innovative ideas, and the bottom line.
An excellent book that I will likely re-read again and again.
November 19, 2011
Good ideas and team philosophies, but they seemed kind of obvious/duh to me; maybe I've just always worked on good teams? Many of the things that they suggest in this book are either things that are already happening in my organization or things that I have literally no control over.
I listened to this one and I'm pretty sure the authors narrated it - they definitely think that they are maybe more hilarious than they actually are. Could also use some better editing for some weird breathing parts.
I listened to this one and I'm pretty sure the authors narrated it - they definitely think that they are maybe more hilarious than they actually are. Could also use some better editing for some weird breathing parts.
April 16, 2012
This has some really great ideas. You don't need to be a team leader in order to get benefit from it -- in fact, one of the main thrusts of the book is the Power Of Everyone.
Are there ideas that I actually plan to implement? I don't know. But one that it reminded me to do more of was recognition. I already believed that recognition was critical for a healthy, well-functioning team, but got busy and wasn't giving it the attention it deserved, work-wise. I therefore re-recognize the need for recognition and am endeavoring to recognize my coworkers/reports more often. Again. :)
Are there ideas that I actually plan to implement? I don't know. But one that it reminded me to do more of was recognition. I already believed that recognition was critical for a healthy, well-functioning team, but got busy and wasn't giving it the attention it deserved, work-wise. I therefore re-recognize the need for recognition and am endeavoring to recognize my coworkers/reports more often. Again. :)
February 24, 2011
This book seemed to be like a rehash of previously identified principles of teamwork, forced into a diagram that is anything but intuitive or simple. There are also some statements made that I believe contradict other findings from books I find more enjoyable and more intuitive.
If you want great books on creating great teams, I recommend "The Performance Factor", and then for motivating those teams "DRiVE".
Don't bother with this one.
If you want great books on creating great teams, I recommend "The Performance Factor", and then for motivating those teams "DRiVE".
Don't bother with this one.
November 22, 2013
How can you rally team members around a common cause and make amazing things happen in your organization? By using "Wow", "No Surprises", and "Cheer"! Great stories in this book like Zappos.com and the Blue Angels. I totally agree that for people to be committed and perform at their best, they need to feel trusted, excited, and motivated and that's what this book shares. Fairly easy read. There's even a whole chapter on ideas to kickstart your team to becoming an "orange" breakthrough team.
February 20, 2013
Overall a really good book. I actually flipped between reading the hardcover and listening to the audio book.
As for the content (which is what I used for my rating), it was pretty solid. From the title, it seems as if the book will cover transforming an organization from an orange team. That being said, what the book does cover, it covers very well and in a fast-paced, straightforward manner.
About me: I'm a member of a "breakthrough team" and not in management.
As for the content (which is what I used for my rating), it was pretty solid. From the title, it seems as if the book will cover transforming an organization from an orange team. That being said, what the book does cover, it covers very well and in a fast-paced, straightforward manner.
About me: I'm a member of a "breakthrough team" and not in management.
February 6, 2013
This book has some good concepts and examples of how companies have implemented them. You will be able to find something applicable. However, they have taken some very basic concepts and tried to sexy them up with their new lingo to give it a new marketing spin. They have the same basic concepts as a dozen other books on organizational behavior. All in all a descent book that you should be able to find something you can use within your organization.
December 27, 2015
I received this book from my boss. He gave it to our entire 19-person team. The Orange Revolution is chock-full of great ideas. I'm glad I own the copy, because I needed to underline, circle, and dog-ear passages. It's definitely a book that I will keep close by and refer to in making decisions and implementing ideas. A must-have for any person or company interested in robust communications and a strong corporate environment.
March 30, 2012
TCL Call#: 658.4022 Gostick A
Madeleine - 4 stars
I need to admit right off the bat that I did not finish this book (yet!). I got 1/3 of the way in and decided I needed to read its predecessor The Carrot Principal. But I thought the ideas presented were do-able without being repetitive of other business books I've read. Will edit review when I've finished it!
Madeleine - 4 stars
I need to admit right off the bat that I did not finish this book (yet!). I got 1/3 of the way in and decided I needed to read its predecessor The Carrot Principal. But I thought the ideas presented were do-able without being repetitive of other business books I've read. Will edit review when I've finished it!
March 17, 2013
Adrian does a good job highlighting how few teams are truly high performing and the importance of shared vision towards success. There were several items I could take right back to my organizational coaching work and apply to teams. The book did drag a little and was too focused on case studies for my liking.
August 7, 2013
Full of useful tips and ideas and also incredibly hard to wade through. Maybe it would have been easier as an audiobook.
(P.S. all of it is more like 'how to make great teams that will transform the organization'-- if you have a great team and can't figure out how to move the other teams in the organization it's not as helpful.)
(P.S. all of it is more like 'how to make great teams that will transform the organization'-- if you have a great team and can't figure out how to move the other teams in the organization it's not as helpful.)
March 26, 2015
I got to hear Mr. Elton speak at a conference I attended. Much of his talk does come from this book. However, given what inspirational and useful information he delivered rapid fire at that conference, finding this book is a godsend. Now I can listen to it at my leisure and start applying his ideas with more conscious effort.
Read
February 2, 2016Great book...reading some more of the series now, but lots of good examples of how great teams deliver. One interesting story is how in the 80's (if I remember correctly) Black & Decker was doing daily standups where each person on the team discussed what they did in the last 24hrs, what they were going to work on next, and any impediments. Sound familiar???
January 26, 2011
The authors present a model for building and sustaining high performance work team. Examples and research conducted by Best Companies Group are used throughout to provide context and applicability to various types of work environments.
August 30, 2016
Good info, but like most books of this genre, it could have been shorter. I appreciated the structure of the book, though, because it'll be easy to skim back through the chapter titles and headers to remind myself of key concepts when the time comes.
November 22, 2010
Good book on what it takes to have a breakthrough team. Basic4+Recognition and other core values are demonstrated with stories, and backed up with statistics from their studies.
Displaying 1 - 30 of 45 reviews