Team Quotient

Team Quotient

Team Quotient

Team Quotient


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After twenty years as a corporate executive when he created for his final employer, PepsiCo, a highly successful leadership team, Douglas Gerber followed the suggestion of his mentor, Leadership Coach Marshall Goldsmith, to teach executives how to build High Performance Leadership Teams.

The fundamentals of Team Quotient (TQ) is based on a 10-year study with 108 teams from Fortune 500 and other global companies, on the essential elements of High Performance Teams. Using numerous case studies from the companies with which he has worked, Douglas describes how he helped to turn mediocre and even dysfunctional teams into High Performance and WINNING teams with measurable results.

Douglas’ method for building High Performance Leadership Teams has been proven to work in companies across a vast array of industries. An Operating Manual is included for leaders who are ready to transform their teams and WIN every time.

Product Details

ISBN-13: 9781684422470
Publisher: Turner Publishing Company
Publication date: 01/15/2019
Pages: 354
Product dimensions: 6.00(w) x 9.00(h) x 0.94(d)

About the Author

Douglas R. Gerber is Founder and CEO of Focus One, a consulting firm that helps leaders create High Performance Teams. After 23 years as a corporate executive, he developed a reputation for building successful teams. Later, as a consultant, he has personally worked with leaders from over 70 companies to develop their own winning Teams.

Drawing from his own extensive background and 10 years of research, Douglas innovated the concept of “Team Quotient” (TQ). He is a thought leader in the area of team transformation.

The former Vice President of PepsiCo Greater China, Douglas is an IAF (International Association of Facilitators) Certified Professional Facilitator, and an ICF (International Coach Federation) Professional Certified Coach. He earned a Masters degree in International Management from Thunderbird School of Global Management, and is a graduate of the Penn State Executive Program. Douglas has lived in 10 countries and speaks 8 languages.

Table of Contents

Foreword 1

Introduction It's Lonely At The Top … (But It Doesn't Have To Be) 4

How to Use this Book

Core Concepts of Team Quotient

Part I The Imperative: Why High-TQ Teams Achieve Superior Performance

Chapter 1 Team Quotient Can You Build A Winning Team? 15

Can You Build a Winning Team?

The Genesis of Team Quotient

So What Is a "Winning Team" Anyway?

Lessons from Leicester City

Learn from the Best

The Six Prerequisites to Embarking on the TQ Journey

Lessons from a Top-Five Global Advertising Agency

Lessons from- a Major French Bank

Lessons from the IT Team at Cathay Pacific Airways

Chapter 2 What's Missing Is TQ 25

Lessons from a Pharmaceutical Leader

What Is TQ?

Lessons from a Top-Ten Global Bank

How to Measure TQ

The Four Reasons TQ Is Missing from Most Teams

Team Intelligence Is The Next Step in Building Great Businesses

Chapter 3 Winning Sports Teams Possess High TQ 37

"Die Mannschaft" - Germany's World Cup Team In 2014

What Happened To "Die Mannschaft" In 2018?

Lessons From Team Sports and Applying Them to Business

Chapter 4 "Working Together" At Ford: Transforming Team And Company Culture 49

"Working Together"

Who Stays; Who Goes?

People First

Meetings That Work

Culture Is Reflected in Behavior

The Four Behaviors

Chapter 5 Leveraging The Burning Platform: Creating The Imperative For High TQ Teams 66

Taking Ownership of the Team Imperative

What Is the Burning Platform?

Lessons from a Consumer Goods Company

The Alignment Meeting: The Burning Platform and the Path Forward

Lessons from an Aviation Company

The Holdouts

Part II The TQ Journey: Your Road Map To Creating High Performance Teams

Chapter 6 The High Performance Team (HPT) Journey 79

The "TQ Top Ten"

The Eight Elements of High TQ Teams-"VIVRE FAT"

The 2-Step HPT Journey: Getting from Here to There

Building a High Performance Team Is an Ongoing Process

Lessons from a Professional Services Client

Chapter 7 What's Your Team Quotient? Assessing The Team 96

Assess: The Pre-work

Collective Team Quotient

Personal Team Quotient

Part III Building Right Intentions; Right Players

Chapter 8 What Kind Of A Team Are You? 117

The TQ "Mango"

High Performance Teams

Lessons from PepsiCo

Performing Teams

Functioning Teams

Dysfunctional Teams

Lessons from a Dysfunctional Team

Dysfunction Can Lead to Warfare

Lessons from an Office Supply Company

The TQ Mango Is Dynamic

Case Study: Culture and Change Management at Cathay Pacific Airways IT

Chapter 9 The Best People; The Right Team 133

Building a New Team

Taking on an Existing Team

Creating Loyalty

Lessons from an Advertising Agency

What Type of Team Do You Lead?

Lessons from Deloitte

Chapter 10 GSK China: Building A World-Class, High Performance Team Around A New Market Model 149

Stage 1: Build out the Team, Vision, and Strategies

Stage 2: Start Functioning as a High Performance Team While Implementing the Strategies

Stage 3: Transforming the Team

Stage 4: Moving to High Performance

Part IV The Leader's Operating Manual

Integrating The Eight Essential Elements Of A High-TQ Team

Introduction 164

Chapter 11 Element #1: A Compelling Vision Or Mission/Purpose 167

Lessons from Integra Telecom

The Fallacies

Why a Team Vision Anyway?

Lessons from a European Bank

First Set the Directions for the Team

Now the Fun Part: The Team Crafts the Vision

What About Mission and Purpose?

Lessons from Roche

Steps to Create Mission/Purpose

Case Study: Chris Geary at BSD-An Entrepreneur's Approach to Teams: The Importance of Mission

Chapter 12 Element #2: Identity, Bonding, And Relationships, A-A-A Teams 185

Relationships, and Putting the Team First

Lessons from Germany's 2014 World Cup Team


Lessons from a Global Ad Agency

Defining Identity

Rituals: Boosting Identity over Time

Lessons from Pret A Manger

Eight Rituals for Boosting Identity

Case Study: Dudley Slater at Integra Telecom

The Power of Team Identity

A-A-A Teams: Awareness, Acceptance, Appreciation

Activities to Create A-A-A Teams

Chapter 13 Element #3: Values - What Really Matters? 211

Lessons from PepsiCo Greater China Leadership Team

The Genesis of Our Values

Lessons from Human Resources at a Multinational Company

Default Values

Personal Values Showing Up

Lessons from a Legal Firm

Corporate vs. Team Values

Lessons from a Global Executive Search Firm

Values Form Culture and Underlie Behavior

Aligning Team Values: Experience the Magic

Bringing Values to Life

Lessons from The Bayer Group

Case Study Dr. Glenn Frommer's Environment and Sustainability Team at MTR Corporation

Chapter 14 Element #4: Results - The Proof Is In The Pudding 233

Case Study: Achal Agarwal at Kimberly-Clark Team Principles to Create Stellar Results

The Team Success Imperative

How to Define Success

Measuring Success

Ownership and Support

Lessons from an NFL Quarterback

Team Initiatives

Chapter 15 Element #5: Effectiveness 248

Lessons from a French Luxury Brand

Eight Tips for Effective Team Meetings

Lessons from GSK China

Making Better Team Decisions

Case Study: Penny Wan

Leading Effective Teams at AMGEN

Chapter 16 Element #6: Fun-I Love This Team! 266

Lessons from a Swiss Client

Work Hard; Play Hard


Lessons from the Brotherhood of Combat

Fun Motivates

Getting More Passion Out of Your Day

E-Motion = Energy in Motion

Team Spirit Is the Result

Recognize, Celebrate, and Reward Results

Chapter 17 Element #7: Alignment - Our Way Or The Highway 280

Lessons from PepsiCo's Distribution System

Alignment vs. Consensus

The "VIVRE FAT" Context of Alignment

Lessons from an Executive Search Client

An Aligned Team Is an Intelligent Team

Chapter 18 Element #8: Trust - The Elusive Yet Essential Ingredient 292

Lessons from a European Executive Search Client

Why Should I Trust You?

Obstacles to Trust

Lessons from Kodak

Lessons from PepsiCo Sales Management

What Does Trust Really Mean?

Team Feedback; The Silver Bullet for Building Trust

Lessons from Apple

Lessons from Cathay Pacific Airways

What to Do I Do with My Feedback?

Case Study: Merle Hinrich at Global Sources Creating a Sustainable Management Team Through Trust and Transparency

Chapter 19 Putting It All Together: Your Team Charter 311

Lessons from a Global Industrial Goods Company

Team Charter Elements

Case Study: Dan Booher Building a High Performance Team At KOHL'S

Chapter 20 Your Next Steps: Making It Easy 321

Keep It Simple or Go Comprehensive

Bibliography 326

Endnotes 327

Index 330

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