Who’s it for?
If you are interested in people performance and talent development of groups and teams this book is for you.
If you have an under-performing team(s) this book is for you. If you have a team(s) that is performing, but has a lot more to give, this book is for you too. If you are building a new team or taking over responsibility for an existing team then this book will help you also. Indeed, if you are interested in performance – either at an organizational, team or individual level – this book is for you.
Why read it?
Today there is a new reality about team performance: Teams Don’t Work! Not most of them and not most of the time. Although at first unsettling, this reality is ultimately liberating. Once you know that teams don’t work, you are empowered to do something about it – to invest in those teams that have a chance of success and to cut your losses in respect of those teams that are doomed to fail.
This is a book about the real world of teams. It makes an impassioned case for better collaboration and more effective groups or teams. Above all TDW is a call for maximizing the performance potential & well being of teams in the business environment.
What’s new inside?
High performing teams are far from the norm. Indeed, TDW data suggests that only one in twenty so called ‘teams’ are high performing teams. Most are just groups or crowds.
When we say that teams don’t work, we mean that they are failing the test in one or more of these 4 areas:
1. Task Effectiveness – The quality, speed and effectiveness of the team’s work.
2. Decision Smarts – How well the team processes information and the cleverness or wisdom of its decisions.
3. Social Health – The quality of team member behaviors / interactions and the extent to which team members bring out the best in each other.
4. Development Potential – The ability of the team and its members to learn, improve and innovate.
TDW provides tools and checklists to assess and improve team performance in respect of each of these areas.
TDW is not a rant against teams. It is not a denial of the need for collaboration, or a rebuttal of the shift from vertical to horizontal. But it is a strong repudiation of team dysfunction, time-wasting team meetings, poor team accountability, unclear team goals, ambiguous team roles and poor team leadership.
The future will require more collaboration than ever. But as we move forward into that future let’s make sure we leave the old ways of teamwork behind, embracing a more sophisticated and performance-driven approach.
Date: Qtr 4. 2018 Pre-release