By Michael Nicholas Wondering how to get the most out of your team? Concerned that your own performance may not be up to par? Then you need to read Being The Effective Leader, in which author Michael Nicholas offers eight transformational and proven techniques to enable you to unlock your true leadership potential.
This challenging book will help you look at the real root cause of your results your mind. It explains why effective leadership must start with the individual, demonstrating that progress is the result of a sequential growth process from the inside out.
Amongst the core principles explored are: The style of leadership needed if businesses are to respond positively to the radical changes taking place in world markets; Why we all resist change, and how this can be overcome to fulfil more of our potential; Why character and integrity are essential foundations in high performance leadership; The vital importance of lifelong learning and how to reinvigorate your learning capability, How understanding people better can transform your results and those of your company; The critical and commonly overlooked aspects of corporate culture that are indispensable to high performance; Why creativity rather than competition will produce the best results from your team.
Being The Effective Leader is your handbook to enable you to not only become more effective but also to gain more fulfilment in the process.
It provides simple lessons that can be used every day to transform your relationships with others and shows you how to become that most effective of leaders someone who creates leaders around you. Extensive research has conclusively demonstrated that leadership is a vital element in all outstandingly successful enterprises, not just at the top but at every level. If you are seeking to achieve more, whether you are the head of a multi-national, aspiring to your first management position, or running your own business, this book is for you. . By Michael Nicholas In keeping with the parable style, Lencioni (The Five Temptations of a CEO) begins by telling the fable of woman who, as CEO of a struggling Silicon Valley firm, took control of a dysfunctional executive committee and helped its members succeed as a team.
Story time over, Lencioni offers explicit instructions for overcoming the human behavioral tendencies that he says corrupt teams (absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results). Succinct yet sympathetic, this guide will be a boon for those struggling with the inherent difficulties of leading a group.
Building a cohesive team is not complicated, declares Lencioni, president of his own management consulting firm and author of The Five Temptations of a CEO. Departing from the dry, theoretical writing of many management books, he presents his case in the context of a fictional organization, and in doing so succeeds at communicating his ideas. The story is about a female CEO who is hired to bring together a dysfunctional executive staff to work as a team in a company that just two years earlier had looked promising. The scenarios that follow are recognizable and can be applied anywhere teamwork is involved, whether it is a multinational company, a small department within a larger organization, or a sports team. The five dysfunctions discussed are absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. At the end of the story, the main points are summarized, and clearly written suggestions and exercises are offered to help, bring about change. Concise and easy to follow, this book is recommended for academic and public libraries with management collections and for anyone who is a member of a team that needs improvement. —Bellinda Wise, Nassau Community Call. Lib. Garden City, NY (Library Journal, April 15, 2002) By Meredith R. Belbin 'A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them.'
Team Roles at Work is a follow-up to Belbin's highly successful book Management Teams: Why They Succeed or Fail. The nine team roles, now familiar to managers and management trainers all over the world, are explored further, adding value to the
original team-role concepts. Operational strategies are laid out which provide ideas, techniques and a new range of information and advice which can be used to the organization's advantage. Team Roles at Work paves the way for all those in management education, including industrial trainers to put Belbin's seminal thinking on teams into practice.
* How to manage the self in a team * How to create working partnerships * How to recognize potential for the 'surprise' fit * How to encourage interdependence between members of a team * How the team should fit into the organization.
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