Table of Contents
AcknowledgmentsAbout the AuthorIntroductionSustained Improvement Requires TeamsWhat This Book Is—What This Book Isn’tQuick-Start DiagnosticMaking a SelectionPutting It All TogetherActivity GuidelinesComponents of Team ActivitiesPART I. EXAMINATION AND IDENTIFICATION OF THE PROBLEMChapter 1. Learning LeadershipLeaders and TeamsThe Realities in the Leadership of LearningApplication Activity 1.1—Assessing Your Organizational, Team, and Personal StrengthsApplication Activity 1.2—Effective Learning LeadersApplication Activity 1.3—Strong Learning Teams Exhibit Common CharacteristicsConclusionChapter 2. A Problem Worth Solving and the Ideas to Solve It (the Filters)IntroductionIdeas Are Fragile—Ideas Are DelicateThe Fosbury Flop, Ski Jumping, and NewtonApplication Activity 2.1—Treating Ideas in a Learning OrganizationApplication Activity 2.2—Ideas That Don’t Work: Part of the ProcessApplication Activity 2.3—It Takes Other People Sooner or LaterApplication Activity 2.4—Who and What You Have Around YouDeeper Use of This Chapter (Deeper Dive)ConclusionChapter 3. Why Solve the Problem That Needs Solving (the Filters)IntroductionApplication Activity 3.1—What the Result of a Great Decision Looks LikeApplication Activity 3.2— Reasons to Have the Idea in the First PlaceApplication Activity 3.3—The Problem That Needs Solving: Clear, ConciseApplication Activity 3.4—The Role of the Leader in Developing IdeasApplication Activity 3.5—Harnessing the Forces Around YouDeeper Use of This Chapter: Deeper DivesConclusionPART II—INTROSPECTION, BEHAVIORS, TYPES: THE HOW AND WHO TO SOLVE PROBLEMSChapter 4. How the Problem Is SolvedIntroductionApplication Activity 4.1— Importance of a ProcessApplication Activity 4.2—TrustApplication Activity 4.3—Fear of ConflictApplication Activity 4.4—CommitmentApplication Activity 4.5—AccountabilityApplication Activity 4.6—Attention to ResultsApplication Activity 4.7—Generating Ideas and Action StepsDeeper Use of This Chapter: Reusable PromptsDeeper Use of This Chapter: Deeper DivesConclusionChapter 5. The People Who Will Solve the ProblemIntroductionApplication Activity 5.1—Know How to Build and Use PeopleApplication Activity 5.2—The Chemistry of the TeamApplication Activity 5.3—Managing the Creative TeamApplication Activity 5.4—Handling Conflict in the Ideas From the TeamDeeper Use of This Chapter: Deeper DivesConclusionChapter 6. The People in the Room (the Types)IntroductionThe AssessmentThe BasicsApplication Activity 6.1—Part 1/Type 1: The IdeaApplication Activity 6.2—Part 2/Type 2: Organization and ExecutionApplication Activity 6.3—Part 3/Type 3: Forces of CommunityApplication Activity 6.4—Part 4/Type 4: Leadership CapacityUsing the Four TypesConclusionPART III. FUNCTIONALITY OF THE TEAMChapter 7. People, Leadership, Support (the Fuel Sources)IntroductionFuel Source A: The PeopleApplication Activity 7.1—WhoApplication Activity 7.2—WhatApplication Activity 7.3—How (Coaching)Deeper Use of This Chapter: Deeper DivesFuel Source B: The Resource of LeadershipApplication Activity 7.4—Keep Things Moving (Management Leadership)Application Activity 7.5—Keep People Moving (Leadership Management)Deeper Use of This Chapter: Deeper DivesFuel Source C: The SupportsApplication Activity 7.6—Gather, Collect, AssessApplication Activity 7.7—FeedbackApplication Activity 7.8—Systems and BarriersApplication Activity 7.9—PerformanceDeeper Use of This Chapter: Deeper DivesConclusionChapter 8. Team Dynamics, Blunders, Traps, Directions, and Connecting Dots (the Pink Elephants)IntroductionApplication Activity 8.1—Pink ElephantsApplication Activity 8.2—Team DynamicsApplication Activity 8.3—The BlundersApplication Activity 8.4—The TrapsApplication Activity 8.5—Ideas as DirectionApplication Activity 8.6—Connect the DotsDeeper Use of This Chapter: Deeper DivesConclusionChapter 9. Performance, Feedback, and Other Ways to Support, Maim, or Kill a Team (the Good, the Dangerous, and the Lethal)IntroductionApplication Activity 9.1—The Good: Selling the Idea: A Picture Is Worth 1,000 WordsApplication Activity 9.2—The Good: Communication and FrequencyApplication Activity 9.3—The Good: Ingredients of the High-Performing TeamApplication Activity 9.4—The Dangerous: Planning MistakesApplication Activity 9.5—The Lethal: Lack of Feedback, Feedback, FeedbackApplication Activity 9.6—The Lethal: Mistaken Assumptions of People and MeetingsConclusionChapter 10. Leadership, Support, Structure, and ConclusionLeadershipSupportStructure—The Overall Structure: The First 15 Minutes, the Next 45 MinutesConclusionReferencesIndex