Smart Leaders, Smarter Teams: How You and Your Team Get Unstuck to Get Results
Roger M. Schwarz
Format: PDF / Kindle (mobi) / ePub
A proven approach for helping leaders and teams work together to achieve better decisions, greater commitment, and stronger results
More than ever, effective leadership requires us to work as a team, but many leaders struggle to get the results they need. When stakes are high, you can't get great results by just changing what you do. You also need to change how you think. Organizational psychologist and leadership consultant Roger Schwarz applies his 30+ years of experience working with leadership teams to reveal how leaders can drastically improve results by changing their individual and team mindset.
- Provides practical guidance to help teams increase decision quality, decrease implementation time, foster innovation, get commitment, reduce costs and increase trust
- Outlines 5 core values leadership teams can adopt to exponentially improve results
- Author of The Skilled Facilitator and The Skilled Facilitator Fieldbook
Get the results you and your team need. Start by applying the practical wisdom of Smart Leaders, Smarter Teams.
members were not working closely with their internal project customers, their forecasts of capital needs was off by as much as 90 percent each month. This led to borrowing and paying interest on up to $450 million a month. A global transportation company found it was carrying excess inventory costing $250 million a year. When I asked the vice president if this was a technical supply chain issue, he said no, it was simply a matter of his team not working together. Strained Working
views become the basis for team learning that leads to better results and relationships. You’re eager to discover how people see things differently from you because you recognize that it’s the beginning of a creative process that will lead to better solutions. With a unilateral control mindset, you’re either reluctant to explore differences because you know you’re right and see nothing to be gained from it, or you’re willing to engage others only in order to show they are wrong. Assumption 4:
If someone makes a commitment to do something by a certain time that affects you or the team and you think they haven’t met their commitment, raise the issue with them in the meeting. Does anyone have a different or additional view of holding each other accountable?” If you hear someone using a word or term that you think there isn’t clear agreement on, ask them to give an example. Say something like, “Perry, you said, ‘We’re not really acting like a team.’ Can you give us a couple of examples
issue. But mutual learning teams operate from the assumption that all team members, including the formal leader, play by the same ground rules. That means that behavior that is considered ineffective for a team member is also ineffective for the team leader. This doesn’t change the leader’s authority to make decisions; it simply requires the use of effective communication behavior in doing so. Teams that use a mutual learning mindset communicate about a wider range of issues. They discuss issues
use mutual learning mindset; well-being of Team performance: importance of team design to; with mutual learning approach; with unilateral control approach Team processes: defined; elements of Team structures: aligned with values; defined; elements of Team tasks Teams: determining “realness” of; joint planning with; “speaking with one voice”; taking stock of; talking with, about adopting mutual learning approach; tips on getting, to use mutual learning mindset; working when not physically