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A proven approach for helping leaders and teams work together toachieve better decisions, greater commitment, and strongerresults
More than ever, effective leadership requires us to work as ateam, but many leaders struggle to get the results they need. Whenstakes are high, you can't get great results by just changing whatyou do. You also need to change how you think. Organizationalpsychologist and leadership consultant Roger Schwarz applies his30+ years of experience working with leadership teams to reveal howleaders can drastically improve results by changing theirindividual and team mindset.
- Provides practical guidance to help teams increase decisionquality, decrease implementation time, foster innovation, getcommitment, reduce costs and increase trust
- Outlines 5 core values leadership teams can adopt toexponentially improve results
- Author of The Skilled Facilitator and The SkilledFacilitator Fieldbook
Get the results you and your team need. Start by applying thepractical wisdom of Smart Leaders, Smarter Teams.
|Product dimensions:||6.10(w) x 9.10(h) x 1.10(d)|
About the Author
ROGER SCHWARZ has been a recognized thought leader in the realm of team leadership for three decades. An organizational psychologist and president and CEO of Roger Schwarz Associates, he is a sought-after advisor to global companies, federal government agencies, and international nonprofit organizations.
Clients include Hewlett-Packard, the American Red Cross, the World Bank, TransCanada, Chevron, and the U.S. Department of the Interior. He is author of the seminal work The Skilled Facilitator and coauthor of The Skilled Facilitator Fieldbook. He holds a Ph.D. in organizational psychology from the University of Michigan, and a master of education degree from Harvard University. Schwarz lives in Chapel Hill with his wife. They have two children.
Table of Contents
Who this book is for, what it is about, and why I wrote it.
1 How Well Does Your Team Really Work? 1
Why does a group of smart leaders so often create aless-than-smart team? Th is chapter describes how the mindsetleaders use can get them and their team stuck. It explains whyadopting a mutual learning set of values and assumptions gets youand your team unstuck so that you get more done and achieve yourgoals.
2 How You and Your Team Get Stuck: The Unilateral ControlApproach 25
When you and your team try to achieve your goals by unilaterallycontrolling the situation, you get the very results you’vebeen trying to avoid. This chapter enables you to compare your ownmindset and behaviors to those of a unilaterally controllingleader, so you can understand the mindset from which you areoperating.
3 Getting Unstuck to Get Results: The Mutual LearningApproach 49
When you shift to a mutual learning mindset, you and your teamoperate from a more productive set of values and assumptions. Theseinclude being transparent, curious, accountable, and compassionate,and creating informed choice. This chapter demonstrates how thatmindset generates common understanding that transforms decisionmaking to produce better team performance, stronger team workingrelationships, and work that is satisfying and motivating.
4 Getting the Puzzle Pieces on the Table: Mutual LearningBehaviors 1–4 87
How you think is how you lead. This chapter provides detailedguidance on how to put the mutual learning mindset into actionthrough four mutual learning behaviors: state views and ask genuinequestions, share all relevant information, use specific examplesand agree on what important words mean, and explain your reasoningand intent. See how these behaviors lead you and your team tohigher quality decisions, shorter implementation time, and greatercommitment and trust.
5 Putting the Puzzle Together: Mutual Learning Behaviors5–8 109
Continuing from Chapter Four, this chapter provides detailedguidance on how to put the mutual learning mindset into actionthrough four more mutual learning behaviors: focus on interests notpositions, test assumptions and inferences, jointly design nextsteps, and discuss undiscussable issues.
6 Designing for Mutual Learning 143
How you design—or redesign—your team shapes whetheryour team gets the results you want or the results you’retrying to avoid. See how to enhance your team structures,processes, and context to get more eff ective decision making, lessunproductive conflict, and greater commitment.
7 Dealing With Common Team Challenges 177
Most teams face challenges that are easily addressed by using amutual learning approach. This chapter describes how to apply themutual learning mindset and behaviors to deal with thesechallenges, including keeping team meetings on track, speaking withone voice as a team, preventing end runs, and giving and receivingfeedback.
8 Becoming a Smarter Leader 199
Have you decided to become a smarter leader through mutuallearning? This chapter helps you take stock of what you want toachieve, develop an action plan for what you want to change andwhy, and prepare to talk with your team about your changes.Together these steps will help you engage your team to support yourleadership change.
9 Becoming a Smarter Team 215
Your team has greater power to get better results when you andthe team decide to change together. The stakes are higher, but soare the rewards. This chapter provides specific steps to help youand your team take stock of what the team wants to achieve, developa team action plan for change, and plan for team conversations tobegin the change. Together, these steps will help you create a teamwhose results exceed the sum of its parts.
About the Author 245