『#14 Building Teams That Share Power』のカバーアート

#14 Building Teams That Share Power

#14 Building Teams That Share Power

無料で聴く

ポッドキャストの詳細を見る
概要
 • Why executive teams are often “over-challenged individually, under-challenged collectively” • Purpose: defining what only this team, not any individual, should be doing • Norms: the single most predictive factor of team effectiveness in real research • Membership: the surprising number of teams that can't agree who's actually on them • Decision-making: why divergence must come before convergence • Learning: why teams need to pause and reflect on themselves, not just their work • Why the best use of a manager's power is often to step out of the centre Drs. Vinay and Paul argue that most executive teams are “over-challenged individually and under-challenged collectively” — talented people who never truly function as a team. They outline five foundations for a team that shares power well: a clearly defined shared purpose distinct from individual work, agreed norms for how members will engage (the single most predictive factor of team effectiveness in one major study), clear membership boundaries, a shared process for decision-making (divergence before convergence), and regular team-level learning and reflection. Real stories — a mystery attendee at an executive meeting, organisations removing layers of management entirely — illustrate why the best use of a manager's power is often to step out of the centre and let the team's mission lead.
adbl_web_anon_alc_button_suppression_t1
まだレビューはありません