Another example is that the Law of the Price Tag and the Law of Dividends combine to show that for teams to succeed they have to be willing to pay the price—but that the rewards are far greater than the price. Additionally, the Law of Significance, the Law of the Big Picture, the Law of the Niche, the Law of the Compass, the Law of Identity, and the Law of the Scoreboard show that for teams to succeed they have to know who they are, where they fit, and how they are doing.
This additionally requires communication and the ability to count on their teammates two more laws. In short, this book divides into 17 laws more complicated and deeper insights.
The wise reader will not be bothered by the slight repetition and will be able to make the deeper connections the author presumably intends. Again, though, I feel at pains to point out that in order to appreciate this book or most of the other books I have seen by this author , one needs to be well-versed with the language of business management.
The author talks about a degree analysis without any explanation, assuming that the author will be familiar with at least the basics of management metrics.
If you are not, this book will likely only be useful as an introduction to the conceptual framework of teamwork theory, rather than as a specific guide to measurable improvement. This book is primarily aimed at managers and leaders with a firm grasp of business measurements of a Total Quality Management flavor, from the looks of it , though it is useful also on a theoretical level as a series of easy-to-read case studies of profound leadership truths that all too many leaders ignore at their peril.
Aug 01, Nadeen Matthews rated it it was amazing. Short and provocative read. A must read for anyone leading teams. A few of my takeaways 1 Nothing of significance was ever achieved alone. Insisting on doing things alone creates barriers to your own potential. I love the example he shared of Mia Hamm who acknowledged her team on the field but also the team off the field, including those who washed their jerseys, as being instrumental to their success.
All team members have a place where they add the most value 3 The Law of the Chain - your team is as strong as your weakest link. Weak links should be trained or traded. Catalysts are get it done and then some people. Catalysts make things happen. Once in the game, the initial game plan is less relevant than the scoreboard because the game is constantly changing, so you have to keep adjusting the plan to win.
Great teams have depth - a strong bench. Everyone is important and a valuable human being, but not equal in terms of decision rights. Jul 20, John rated it it was ok Shelves: season I had high hopes for this book.
I really wanted some good lessons and principles on teamwork, team-building and team leadership. Are values the same as goals? Are they written in stone or can they change?
Quote 2: You can do what I cannot do. I can do what you cannot do. Together we can do great things. Mother Teresa 1. What are your strengths? How can these help your team? Do you know the strengths and weaknesses of your teammates?
How can all these strengths and weaknesses be brought together for the good of the team? Quote 3: Values are not just words, values are what we live by. They re about the causes that we champion and the people we fight for. Senator John Kerry 1. How do you keep your values and the team s values in order? Are they separate from each other or do they relate? Do the values you hold true translate over to your teammates?
Does what you do on a daily basis have an effect on them? How can our actions in the weight room affect our values and how others look at us? Week 15 Law The Law of Communication. Emma Thompson 1. How do you define communication? Does it change in different situations? Does a team need to have communication to be successful? Does your role on the team demand you to have good communication skills? Quote 2: Constantly talking isn t necessarily communication.
Charlie Kaufman 1. What are you communicating when you are talking? Is what you say always for the better good of your team? How can we improve communications to help achieve team goals? Quote 3: It s important to make sure that we re talking with each other in a way that heals, not in a way that wounds.
Do you think about the consequences of what you are saying? Are you being consistent with your communication or do you make it harder for teammates to understand? Even when critique a teammate, are you being clear and courteous with what are you saying? Quote 1: Leaders lift themselves to a higher level first; then they lift the others around them.
What are you doing to reach the next level? With what you have learned, how can you apply that to the next person and help them? Can you take constructive criticism and use it to reach a higher level? Quote 2: Know your role! The Rock. What is your role? If you are looked at as a leader, are you capable of stepping up and taking that role? With whatever role you are in, what can you do to earn respect from your peers? Quote 3: Our chief want is someone who will inspire us to be what we know we could be.
Who do you look to to inspire you? Do you know if you are this person? What can you use to help inspire your teammates? When you sacrifice so much and you finally do well, it feels really good.
Kerri Strug 1. What are you willing to sacrifice, in the face of success or failure, that can help yourself or your team? Are you willing to fight through pain, physical or mental, to accomplish your goal?
What is worth it to make these sacrifices? Quote 2: Pain is temporary. Quitting lasts forever. Lance Armstrong 1. Are you willing to give it your all to compete? Do you have the ability to help the person next to you if you see that quitting might be an option? How do you want to be remembered? The person who fought through adversity, or the person who quit when things got tough?
Quote 3: About morals, I know only that what is moral is what you feel good after and what is immoral is what you feel bad after. Ernest Hemingway 1. What guides you in your decision making? If you feel like you made a decision that let someone down, do you have the ability to come back and make up for that? Mark Twain 1. How do you feel when a teammate tells you that you did something good?
How often do you take time to talk to another player about the positive actions they are taking? How can increasing positive communication impact the team as a whole?
Quote 2: SUCCESS is worthless if we don t have people to share it with; indeed, our most desired human emotion is that of connection with other souls. Look around the room at your friends, do you really want to let them down? How can you make a connection with new teammates, or ones that maybe you aren t as close with?
How will these relationships help us during preparation and in game situations? Images Donate icon An illustration of a heart shape Donate Ellipses icon An illustration of text ellipses. The 17 indisputable laws of teamwork Item Preview. EMBED for wordpress. What was originally started by a man who was willing to pay the price with his invention of the "Satisfaction Guaranteed or your money back" clause, became a company that was too cautious to make any advances.
Sears, on the other hand, had ventured into retail stores in big cities, shifting focus from rural to urban centers. Sears became the most successful department store chain in the country. The owners of Montgomery Ward were unwilling to get out of their comfort zone, take a risk, and try to break new ground.
Here are the 4 truths about The Law of the Price Tag: 1. The price must be paid by everyone. The price must be paid all the time. The price increases if the team wants to improve, change, or keep winning. The price never decreases. When it comes to the law of the price tag, there are only two kinds of teams who violate it: Those who don't realize the price of success, and those who know the price, but are not willing to pay it.
Sacrifice, time commitment, personal development, unselfishness, these are some of the prices we pay for team success. For any kind of team, the scoreboard is essential. The scoreboard is essential to understanding. It provides a snapshot of the game at any given time. The scoreboard is essential to evaluating.
The scoreboard is essential to decision making. The scoreboard is essential to adjusting. The scoreboard is essential to winning. It constantly makes adjustments to the desires and interests of its customers and potential customers. They sensed people wanted trust, safety, and privacy on the Internet, so they provided this.
They created a unique rating system for subscribers to exchange information on individuals selling merchandise on the site. It always has an eye on the scoreboard, and has its finger on the pulse of consumer trends.
Any team that wants to excel must have good substitutes as well as starters. This holds true in any field, not just sports. You've got to build your bench.. Starters are frontline people who directly add value to the organization and directly influence its course.
The bench is made up of the people who indirectly add value to the organization and who support the starters. The Bench is indispensable. Today's bench players may be tomorrow's stars 2. The success of a supporting player can multiply the success of a starter 3. There are more bench players than starters 4. A bench player placed correctly will at times be more valuable than a starter 5. A strong bench player gives the leader more options 6. The bench is usually called upon at critical times for the team.
Building Tomorrow's Team: 1. Who is joining the team? Are you developing the team? Who is leaving the team? How do you build your bench? Is he driving, influencing, supporting, or calculating? Is she motivated by results, relationships, money, recognition, or security? Does he work best alone or with a team? Are they maintainers or builders? Will he fit the culture? Where does she fit in and add value? Just as personal values influence and guide an individual's behavior, organizational values influence and guide the team's behavior.
Shared values are like:! Just like in a marriage, if team members are not willing to fight for the team, then the chances of working as a unit and staying together to reach their potential are very small. A Foundation. You need common ground to build on. Values make the strongest foundation. A Ruler. Values set the standard for team performance. They must be a measure of expectations to be fulfilled.
A Compass. When a team embraces a set of values, they possess a. A Magnet. What kind of people are drawn to Habitat for Humanity? People who want to see substandard housing eliminated. The type of values you choose for the team will attract the type of members you need. People attract other like-minded people. An Identity. Values define the team and give it a unique identity to its members, potential recruits, clients, and the public.
How can we create positive attitudes? Knowing that the attitude we select will affect performance. What was your attitude today? Look to your left, look to your right — Can You Rely on this person? Can you tell them why? The formula for countability. When I looked left and right — Was I thinking that I have these 5 components and so do my teammates? What does each of these components mean? How do I become a better team member?
Are you dedicated to the team success? Missing training sessions, Summer ? Can you be depended on every time. Are you consistent? Do you perform your work with excellence? Are you competent and do you put the time in for the better of the team? If you believe in yourself and have the courage, the determination, the dedication, the competitive drive and if you are willing to sacrifice the little things in life and pay the price for the things that are worthwhile, it can be done.
Where are we and where do we want to end up at? What needs to be done to get us to that end point? If we fall behind, what can be done to catch up? This has to be highly personal. The only thing you can change is you. What do you need to improve upon? Will the changes you make personally, carry over and affect your team? What is it that is pushing you to make these decisions? Goals, health, team, etc…? What is your role on the team?
What do you need to accomplish to make sure the team succeeds? You will reach your goals only with the help of others. Can you win the game on your own or does every player have a hand in the win? What can you do to be the best teammate possible, on and off the field?