The Performance Factor: Unlocking the Secrets of Teamwork / Edition 1by Pat MacMillan
Pub. Date: 03/15/2001
Publisher: B&H Publishing Group
As the tides of all the trendy business initiatives from the last twenty years have all disappeared, one concept has remained in their wake and continues to thrive today: team strategies. When implemented correctly, the results are impressive. Organizations—whether they are corporations or ministries—have successfully developed team strategies and
As the tides of all the trendy business initiatives from the last twenty years have all disappeared, one concept has remained in their wake and continues to thrive today: team strategies. When implemented correctly, the results are impressive. Organizations—whether they are corporations or ministries—have successfully developed team strategies and are now experiencing significant increases in productivity and services. Team resource expert Pat MacMillan discusses the characteristics of a high performance team and how to implement a new paradigm of leadership to bring any organization to greater efficiency.
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Table of Contents
|Part 1||New Century, New Rules, No New Rulebook!|
|1||"What's the Standard Operating Procedure in This Situation?"||2|
|2||Business in the 21st Century Is a Team Sport||17|
|Part 2||Characteristics of a High Performance Team|
|3||The Characteristics of a High Performance Team||34|
|4||Clear, Common Purpose||41|
|5||Crystal Clear Roles||61|
|7||Effective Team Processes||113|
|Part 3||Turning Priniciple into Practice: Building the Team|
|10||The Path to High Performance Teamwork||178|
|11||Achieving the Summit of High Performance Teamwork||196|
|12||Pitfalls in the Path to High Performance||209|
|13||The Principles of Team Development||231|
|14||Turning Principle into Practice: Building the Team||253|
|15||The Bottom Line for High Performance Teams||276|
|Appendix A||Frequently Asked Questions||288|
|Appendix B||Team Survey||306|
|Appendix C||Personality Inventories||319|
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For the past 2 years, I have used Pat MacMillan's principles to impact organization's greatest assets, their people. The Performance Factor is the heart of these principles and I have watched as organizations applied them; Synergy was created, i.e. 1+1= 3,4,5. These principles work, regardless of what culture you are in, for I have taught them in North America, UK,Asia,South East Asia and Thailand. It is simply the best investment you will ever make for the success of your organization.
Whether an organization is doubling or downsizing, the synergy that comes from high performance teams is critical to success in a marketplace that doesn't give a lot of second chances. Pat MacMillan's The Performance Factor presents a practical and workable guide to developing high performance teams-and team leaders. With the right blend of principle and practice, this book is a must read for anyone who wants to understand what teamwork and leadership are all about in the real world.
MacMillan has demystified what it takes to turn a group of people into a high performance team. In recent years, much has been written on the topic of teams, and much has been done to implement team structures in organizations of all kinds. But until now, nowhere have the factors underlying effective teams been woven together so sensibly as they have been in 'The Performance Factor'. MacMillan¿s team model is elegantly simple in concept, yet significantly robust in its logic. 'The Performance Factor' not only lays out the 6 components needed to produce high performance teams, the pieces are linked together in such way that it is simple to see how each component relates to the others. In addition, MacMillan provides many examples from the real world to show clearly the realities and challenges facing groups who choose to emotionally invest in true teamwork. The book is incredibly rich with details and practical advice, and it is so readable that I found myself feeling as though I was having a private conversation with the author. MacMillan gives team leadership particular attention because leadership is such a critical part of any team¿s success. At the end of each chapter is a ¿Message to Team Leaders¿, words of wisdom dedicated to helping team leaders understand their roles and responsibilities. One aspect of the ¿Messages¿ that I found particularly noteworthy is that they relate to service to both team members and team purpose, critical actions required of truly effective team leaders. I suspect that most who read 'The Performance Factor' will ultimately read it more than once, and that those who are really serious about wanting to promote the `exceptional¿ results achievable only through truly high-performance teams will keep the book close at hand for ready reference.
Leading teams is the hardest and most rewarding work I have done. I have led a number of large, multifunctional customer teams consisting of Marketing, Sales, Finance, Systems & Supply Chain. I have also led a number of smaller project teams related to new product introductions, acquisitions and organizational restructures. My experience has taught me that there are always two objectives when I¿m working with teams - the task and achieving high performance. Time and time again, I have found that high performance teams significantly enhance the results associated with the task. The hard part is getting a group of people to perform like a high performance team. The answer is found in Pat MacMillan¿s latest book The Performance Factor. MacMillan¿s book is a must read for anyone leading teams, or anyone aspiring to lead teams. It is simply the best resource for both conceptual framing and practical application of high performance teams. The book is centered on a high performance team model that MacMillan has been working with for years. The model is simple and intuitive, and therefore effective. The book is packed with examples and tools to improve your chance of reaching high performance results. One of the features I liked best about the book is that every chapter ends with a ¿bottom line¿ section summarizing the material and a useful application section titled ¿message to team leaders¿. As an experienced team leader, I highly recommend it!
This book is one of the best I¿ve read on teams and team leadership. MacMillan¿s comprehensive model breaks down the somewhat mysterious business of effective teamwork and gives an overarching framework that gets to the heart of high performance. Six components (Purpose, Roles, Leadership, Processes, Relationships, and Communication) form a wheel that turns throughout the book. Each section of the wheel is explained in detail, with plentiful anecdotes and visual aids. The author also includes sections on team principles, possible pitfalls, and the process of building a high-performance team, among others. At the end of each chapter the author addresses `the bottom line¿ and includes a message to team leaders, making the principles of the book practical and doable. A helpful team assessment instrument is included in an appendix. Teams have become an integral component of successful organizations, and in this book MacMillan makes high performance teamwork accessible to anyone interested in learning. Packed with wisdom and insight, it¿s a must-read for anyone working with others to achieve extraordinary results.
The Performance Factor was a really excellent resource for our purposes. The content is detailed without being overwhelming, and immediately applicable. I was impressed by how many large, well-known organizations have leveraged this content for growth. The entire second half of the book is basically written directly to team leaders on how to apply the content, including diagnostics and how to handle pain points. A great read, and incredibly helpful!