| Description |
xvii, 189 pages : illustrations ; 22 cm |
| Contents |
Machine derived contents note: Part One: Team Fundamentals -- . Are You a Team What's Your Game? What's Your Noble Purpose? Are You Winning? Human Doings Versus Human Beings It's Just a Stage What Does a High-Performing Team Look Like? Your Team Is One Player in a Bigger Game All High-Performing Teams Have Ground Rules -- Part Two: Being a Valuable Team Member -- . Who Is Responsible? Every Player Contributes to the Process Summarizer, Orienter, Harmonizer, and Other Helpful Roles Recognize Your MVP Get New Players into the Game Take a Team Pulse Words Don't Always Mean What They Mean You Don't Have to Be Best Friends -- Part Three: Avoiding Common Team Problems -- . About Conflict The Power of Constructive Negative Feedback When You Reach an Impasse, Talk About Needs Team Process Is Confidential What Builds or Destroys Trust? Manage Your Differences Words Are Powerful Don't Take It Personally The Deadly Whack-A-Mo Don't Confuse Interruptions with Enthusiasm The Talk-A-Thon Off Course and Down the Road of Totem Poles "Hey, No Problem" How the Great Elaborators Finally Got to the Point Team Burnout Simple but Powerful Team Ground Rules -- Part Four: Running an Effective Team Meeting -- . Spending Time Together Agree on a Game Plan Everyone Must Respond Out Loud Call Your Own Time-Outs All Ideas Aren't Good Ideas But The Magic of Flip Charts Meeting Minutes Made Easy -- Part Five: Making Good Team Decisions and Putting Them into Play -- . No Team Is Completely "Self-Directed" What Decisions Is Your Team Empowered to Make? Decide How You Will Decide Brainstorming: Use It at the Right Time Do Great Minds Really Think Alike? Who's Got the Ball? -- Part Six: Notes for Team Leaders -- . Why Teams Get Stuck Every Team Needs a Leader with Clout Name That Decision Invest in Your Team's Self-Concept From Manager to Team Leader How Successful Team Leaders View Their Role How Winning Teams Describe Their Leaders -- A Letter From the Coach |
| Summary |
Whether you are developing a new team and determining just what kind of game your team is playing - individualistic baseball, interdependent basketball, or tightly orchestrated football - dealing with personality-based conflicts, deciding when to take a time-out, or honoring a project's most valuable player, Who's Got the Ball? is an indispensable guide to surviving - and thriving - on today's work teams |
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Who's Got The Ball? covers all the bases, from setting a team's goals and articulating its "noble purpose" to banishing boring meetings, deciding how to make decisions, getting rid of gridlock, and even using flip charts effectively. Friendly and conversational, O'Brien offers experience-based, easy-to-implement guidelines that are eminently practical and surprisingly fun. Her concise "coaching notes," wonderfully illustrated with real-life organizational situations, address every aspect of daily team life. Players will learn how to create a workable team structure, be a valuable team member, avoid common teamwork traps, and lead a team |
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More than a fad, "teaming" is proving to be a new way of organizational life, with eight out of every ten employees now involved in some kind of teamwork. But how exactly does one "play" on a team at work? While there are plenty of manuals, trainers, and theories that help managers create, lead, and reward teams, actual team members are often left struggling without a handbook or a coach. Now, with refreshing clarity and common sense, Maureen O'Brien - a team expert with more than twenty years experience as a player, coach, and business consultant - provides one-on-one coaching to the players in the field |
| Bibliography |
Includes bibliographical references (page 189) |
| Subject |
Employee empowerment.
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Teams in the workplace.
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| Genre/Form |
Handbooks and manuals.
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| LC no. |
94023535 |
| ISBN |
0787900575 (recycled, acid-free paper) |
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