Teams -- the key to top performance Motorola relied heavily on teams to surpass its competition in building the lightest, smallest, and highest-quality cell phones. At 3M, teams are critical to meeting the company's goal of producing half of each year's revenues from the previous five years' innovations. Kodak's Zebra Team proved the worth of black-and-white film manufacturing in a world where color is king. But many companies overtook the potential of teams in turning around tagging profits, entering new markets, and making exciting innovations happen -- because they don't know how to utilize teams successfully. Authors Jon R. Katzenbach and Douglas K. Smith talked with hundreds of people in more than thirty companies to find out where and how teams work best and how to enhance their effectiveness. They reveal: <ul>
<li>The most important element in team success</li> <li>Who excels at team leadership . . . and why they are rarely the most senior people </li> <li>Why companywide change depends on teams . . . and more</li>
</ul> Comprehensive and proven effective, The Wisdom of Teams is the classic primer on making teams a powerful tool for success in today's global marketplace.

The Wisdom of Teams: Creating The High-Performance Organization (Collins Business Essentials)

Business & Money

Katzenbach, Jon R.

Economics

HarperBusiness

To discover what differentiates various levels of team performance, where and how teams work best, and how to enhance their effectiveness, the authors talked with hundreds of people involved in more than fifty different teams. The "Wisdom of Teams" includes stories and case examples involving real people and situations and shows why teams will be the primary building blocks of company performance in the future. Commitment to performance goals and common purpose is more important to team success than team building Opportunities for teams exist in all parts of the organisation. Successful team leaders do not fit an ideal profile and are not necessarily the most senior people on the team.

Wisdom of Teams : Creating the High-Performance Organization

Smith, Douglas K.

Management & Leadership

McGraw-Hill Publishing Co.

An all-new approach to understanding the (in)formal connections of an organization From the bestselling coauthor of the business classic The Wisdom of Teams comes an all-new exploration of the modern workplace, and how leaders and managers must embrace it for success. Katzenbach and Khan examine how two distinct factions together form the bigger picture for how organizations actually work: the more defined "formal" organization of a company-the management structure, performance metrics, and processes-and the "informal"-the culture, social networks, and ad hoc communities that spring up naturally and can accelerate or hinder how the organization works. With dynamic examples from enterprises around the world, this book takes a timeless organizational approach and creates a powerful paradigm-shifting tool set for applying it. <ul>
<li>Includes self-assessment guidelines for senior leaders, front-line managers, and individual contributors</li> <li>Features organizations in business, government, the nonprofit sector, and academia-including the New York City schools system, Aetna, the Marines, United Nations, Orpheus Chamber Orchestra, Home Depot, Bell Canada, and the Houston Police Department</li> </ul>
Leading Outside the Lines illustrates how leaders can make the two distinct factions work together to get the best of both.

Leading Outside the Lines: How to Mobilize the Informal Organization, Energize Your Team, and Get Better Results

Khan, Zia

Jossey-Bass

An essential guide for any small group that must deliver team performance. With the demand for project-oriented work and faster, more nimble responses, successful small-group performance is more crucial than ever. Katzenbach and Smith, authors of the international bestseller The Wisdom of Teams, have again joined forces, revealing how to implement the disciplines, frameworks, tools, and techniques required for team- and small-group performance. Combining their insights and practical strategies, they offer concepts and pragmatic, doable exercises for team leaders and team members to deliver results. Hot topics covered include: why small-group performance demands expertise at two disciplines, team level and leader level, instead of one; virtual teams; and global teams. This book combines practical exercises with cutting-edge insights, and both authors are authorities on the subject. Attend a featured author workshop at the 13th International Conference on Work Teams: Collaborating for Competitive Advantage, September 23-25, 2002, in Dallas, TX. For information, contact the Center for the Study of Work Teams at 940 565 3096 or visit them online at www.workteams.unt.edu.

The Discipline of Teams: A Mindbook-Workbook for Delivering Small Group Performance

Smith, Doug

wiley

The book that turns our understanding of motivation on its head . . . and shows why most companies get it wrong. There are few people with more experience and accumulated wisdom about the inner workings of business and how people can work together more effectively than Jon Katzenbach. His groundbreaking research has resulted in several important books, including The Wisdom of Teams and Real Change Leaders. Over the past several years he has turned his attention to one of the perennial questions of leaders everywhere: How do I motivate my employees? Most everyone frets about how to devise schemes that will keep the troops revved up. Conventional wisdom—or at least the practice at most companies—often centers on money as the primary motivating force. Many also rely on intimidation, which like money generally has a short-term impact. But what Katzenbach has found in his research at many organizations is that both of these practices do little to build the long-term sustainability of an organization. For that you need a powerful force that has been—until this point—understood by few managers and implemented by fewer still: pride. From the front lines to the executive suite, most people are motivated by feelings of accomplishment, approval, and camaraderie. It’s why the best employees strive well beyond performance levels that will yield them higher pay and why most true professionals relentlessly avoid retirement. Why does Southwest Airlines consistently turn in the highest levels of performance and profitability of any company in the airline business? What can the U.S. Marines teach us about individual commitment that can be used in the for-profit world? How is General Motors overcoming its history of labor-management enmity through the efforts of “pride-builders” from both the union and the management side? By drawing on what he has learned from these and many other organizations, Jon Katzenbach provides a practical program for understanding the role of pride: • Money is not the motivator most people think it is: Katzenbach shows why pay-for-performance programs by themselves result in employees who focus on self-serving behavior and skin-deep organizational commitment. • Money tends to be a short-term motivational device and works best during times of growth, but pride works in bad times as well as good. • Cultivating pride is an investment that yields high returns on workforce performance over time and is not nearly as costly as relying solely on monetary compensation and the turnover risks that accompany a “show me the money” culture. Katzenbach shares unique insights and specifics about how the best mid-level pride-builders take advantage of the world’s greatest motivational force even in environments as challenging as General Motors and Aetna. He shows how managers at every level are missing a powerful lever if they are not instilling pride as a primary force for building their organization. Also available as an eBook.

Why Pride Matters More Than Money: The Power of the World's Greatest Motivational Force

Crown Business

Jon Katzenbach of McKinsey &amp; Company shows readers how solutions to today's most vexing business problem--fast-paced, unrelenting change--lie with a new breed of leaders emerging at the middle levels of companies. A book about real people at real companies, Real Change Leaders is both an instructive how-to and an intriguing first-look at an important change in business culture.

Real Change Leaders: How You Can Create Growth and High Performance at Your Company

Business Culture

The Real Change Leader's Handbook for Action

Hope, Quentin

Times Books

Teams -- the key to top performance Motorola relied heavily on teams to surpass its competition in building the lightest, smallest, and highest-quality cell phones. At 3M, teams are critical to meeting the company's goal of producing half of each year's revenues from the previous five years' innovations. Kodak's Zebra Team proved the worth of black-and-white film manufacturing in a world where color is king. But many companies overtook the potential of teams in turning around tagging profits, entering new markets, and making exciting innovations happen -- because they don't know how to utilize teams successfully. Authors Jon R. Katzenbach and Douglas K. Smith talked with hundreds of people in more than thirty companies to find out where and how teams work best and how to enhance their effectiveness. They reveal: The most important element in team success Who excels at team leadership ... and why they are rarely the most senior people Why companywide change depends on teams ... and more Comprehensive and proven effective, The Wisdom of Teams is the classic primer on making teams a powerful tool for success in today's global marketplace.

The Wisdom of Teams: Creating the High-Performance Organization

Harvard Business Review Press

Teams are fast becoming a flexible and efficient way to enhance organizational performance. Yet, in the view of the authors of this work, today's business leaders consistently overlook opportunities to exploit their potential, confusing teams with teamwork or sharing. They argue that we cannot meet the challenges ahead, from total quality to customer service to innovation, without teams. Katzenbach and Smith talked with hundreds of people in more than 50 different teams in 30 companies to discover what differentiates various levels of team performance, where and how teams work best and how to enhance their effectiveness. Among their findings are: formal hierarchy is actually good for teams; successful team leaders fit no ideal profile; commitment to performance goals is more important than commitment to team-building goals; top management teams are often smaller and more difficult to sustain; and team "endings" can be as important to manage as team beginnings.

Wisdom of Teams

Human Resources

Why is it that we often see less team performance at the top of organizations than we see elsewhere? Despite the label "teams," top leaders tend to avoid teaming and the real progress is made behind closed doors, not at the team meetings. After writing The Wisdom of Teams, Katzenbach discovered there are special dynamics that characterize leadership groups at the top. Many times so-called teams are really working groups with a single leader--and often, these non-team groups at the top work pretty well. He explains that the solution doesn't lie in mandating teams or in changing top leaders' styles, or even in designing a better top team structure; rather, the key is in clearly differentiating between team and non-team opportunities and developing the capability to shift into different leadership modes, different leadership roles, and appropriate team membership composition depending upon the desired results. High-performing organizations require a balanced leadership effort that fully exploits non-team as well as team approaches.

Teams At the Top

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