Book Summary: The 17 Indisputable Laws Of Teamwork
To achieve great things, you need a team. Building a winning
team requires understanding of these principles. Whatever
your goal or project, you need to add value and invest in
your team so the end product benefits from more ideas,
energy, resources, and perspectives.
1. The Law of Significance
People try to achieve great things by themselves mainly
because of the size of their ego, their level of insecurity,
or simple naiveté and temperament. One is too small a number
to achieve greatness.
2.The Law of the Big Picture
The goal is more important than the role. Members must be
willing to subordinate their roles and personal agendas to
support the team vision. By seeing the big picture,
effectively communicating the vision to the team, providing
the needed resources, and hiring the right players, leaders
can create a more unified team.
3. The Law of the Niche
All players have a place where they add the most value.
Essentially, when the right team member is in the right
place, everyone benefits. To be able to put people in their
proper places and fully utilize their talents and maximize
potential, you need to know your players and the team
situation. Evaluate each person's skills, discipline,
strengths, emotions, and potential.
4. The Law of Mount Everest
As the challenge escalates, the need for teamwork elevates.
Focus on the team and the dream should take care of itself.
The type of challenge determines the type of team you
require: A new challenge requires a creative team. An
ever-changing challenge requires a fast, flexible team. An
Everest-sized challenge requires an experienced team. See
who needs direction, support, coaching, or more
responsibility. Add members, change leaders to suit the
challenge of the moment, and remove ineffective members.
5. The Law of the Chain
The strength of the team is impacted by its weakest link.
When a weak link remains on the team the stronger members
identify the weak one, end up having to help him, come to
resent him, become less effective, and ultimately question
their leader's ability.
6. The Law of the Catalyst
Winning teams have players who make things happen. These
are the catalysts, or the get-it-done-and-then-some people
who are naturally intuitive, communicative, passionate,
talented, creative people who take the initiative, are
responsible, generous, and influential.
7. The Law of the Compass
A team that embraces a vision becomes focused, energized,
and confident. It knows where it's headed and why it's
going there. A team should examine its Moral, Intuitive,
Historical, Directional, Strategic, and Visionary Compasses.
Does the business practice with integrity? Do members stay?
Does the team make positive use of anything contributed by
previous teams in the organization? Does the strategy serve
the vision? Is there a long-range vision to keep the team
from being frustrated by short-range failures?
8. The Law of The Bad Apple
Rotten attitudes ruin a team. The first place to start is
with your self. Do you think the team wouldn't be able to
get along without you? Do you secretly believe that recent
team successes are attributable to your personal efforts,
not the work of the whole team? Do you keep score when it
comes to the praise and perks handed out to other team
members? Do you have ahard time admitting you made a
mistake? If you answered yes to any of these questions,
you need to keep your attitude in check.
9. The Law of Countability
Teammates must be able to count on each other when it
counts. Is your integrity unquestionable? Do you perform
your work with excellence? Are you dedicated to the team's
success? Can people depend on you? Do your actions bring
the team together or rip it apart?
10. The Law of the Price Tag
The team fails to reach its potential when it fails to pay
the price. Sacrifice, time commitment, personal development,
and unselfishness are part of the price we pay for team
11. The Law of the Scoreboard
The team can make adjustments when it knows where it stands.
The scoreboard is essential to evaluating performance at
any given time, and is vital to decision-making.
12. The Law of the Bench
Great teams have great depth. Any team that wants to excel
must have good substitutes as well as starters. The key to
making the most of the law of the bench is to continually
mprove the team.
13. The Law of Identity
Shared values define the team. The type of values you choose
for the team will attract the type of members you need.
Values give the team a unique identity to its members,
potential recruits, clients, and the public. Values must be
constantly stated and restated, practiced, and
14. The Law of Communication
Interaction fuels action. Effective teams have teammates
who are constantly talking, and listening to each other.
From leader to teammates, teammates to leader, and among
teammates, there should be consistency, clarity and courtesy.
People should be able to disagree openly but with respect.
Between the team and the public, responsiveness and openness
15. The Law of the Edge
The difference between two equally talented teams is
leadership. A good leader can bring a team to success,
provided values, work ethic and vision are in place. The
Myth of the Head Table is the belief that on a team, one
person is always in charge in every situation. Understand
that in particular situations, maybe another person would be
best suited for leading the team. The Myth of the Round Table
is the belief that everyone is equal, which is not true. The
person with greater skill, experience, and productivity in a
given area is more important to the team in that area.
Compensate where it is due.
16. The Law of High Morale
When you're winning, nothing hurts. When a team has high
morale, it can deal with whatever circumstances are throw
17. The Law of Dividends
Investing in the team compounds over time. Make the decision
to build a team, and decide who among the team are worth
developing. Gather the best team possible, pay the price to
develop the team, do things together, delegate responsibility
and authority, and give credit for success.
By: Regine P. Azurin and Yvette Pantilla
"A Lot Of Great Books....Too Little Time To Read"
Free Book Summaries Of Latest Bestsellers and More!
BusinessSummaries is a BusinessSummaries.com service.
(c) Copyright 2001-2005, BusinessSummaries.com">BusinessSummaries.com
Regine Azurin is the President of a company that provides business book summaries of the latest bestsellers for busy executives and entrepreneurs.
Clive King, who has died aged 94, was the author of several children's books and is best known for Stig of the Dump, the original and imaginative fantasy story of the friendship between Barney, a boy of the modern era, with Stig, a boy from long, long ago who lives in a nearby chalk pit in a home created from things he can creatively and skilfully repurpose from waste, including a chimney from tin cans and windows from glass bottles....
Films based on books might have the intolerable disadvantage of people smugly claiming "the book is so much better", but they also result in a huge boost at the box office.
According to new research from the Publishers Association, films based on books take 44% more at the box office in the UK and 53% more worldwide than original screenplays.
..."In short, published material is the basis of 52% of top UK films in the last 10 years, and accounts for an even higher share of revenue from these leading performers, at 61% of UK box office gross and 65% of worldwide gross," the report reads.
The New York Times has a rare interview with Anne Tyler to coincide with the publication of her latest novel, Clock Dance. Tyler rarely does interviews because she dislikes the way they make her feel the next morning. "I'll go upstairs to my writing room to do my regular stint of work and I'll probably hear myself blathering on about writing and I won't do a very good job that day. I always say that the way you write a novel is for the first 83 drafts you pretend that nobody is ever, ever going to read it."
The good news for fans is that Tyler has no plans to retire: "What happens is six months go by after I finish a book," she said "and I start to go out of my mind. I have no hobbies, I don't garden, I hate travel. The impetus is not inspiration, just a feeling that I better do this. There's something addictive about leading another life at the same time you're living your own." She paused and added: "If you think about it, it's a very strange way to make a living."
The New York Times reports on the changing face of the romance novel genre:
...The landscape is slowly starting to change, as more diverse writers break into the genre, and publishers take chances on love stories that reflect a broader range of experiences and don't always fit the stereotypical girl-meets-boy mold. Forever Yours, an imprint at Grand Central, publishes Karelia Stetz-Waters, who writes romances about lesbian couples. Uzma Jalaluddin's debut novel, Ayesha at Last, takes place in a close-knit immigrant Muslim community in Canada, and features an outspoken Muslim heroine who falls for a more conservative Muslim man, a Darcy to her Lizzie Bennett...
...."Readers want books that reflect the world they live in, and they won't settle for a book about a small town where every single person is white," said Leah Koch, co-owner of the romance bookstore the Ripped Bodice in Culver City, Calif. Last year, six of her store's top 10 best-selling novels were written by authors of color, Ms. Koch said.
Michael Ondaatje's The English Patient (Bloomsbury), the story of an injured, anonymous English WWII pilot and his Italian nurse, has been named the winner of the Golden Man Booker Prize, awarded to the best work of fiction previously awarded the Man Booker Prize over the last 50 years.
In a brief statement released late Tuesday afternoon, Barnes & Noble said CEO Demos Parneros (who had been named CEO in April 2017) had been terminated for "violations of the Company's policies." While not saying what policies Parneros violated, B&N said his termination "is not due to any disagreement with the Company regarding its financial reporting, policies, or practices or any potential fraud relating thereto." In addition to being fired immediately, Parneros will not receive any severance, B&N said. B&N said Parneros's removal was undertaken by its board of directors, who were advised by the law firm Paul, Weiss, Rifkind, Wharton & Garrison LLP.
In his first interview since being accused of inappropriate behavior with women, celebrated novelist Junot Díaz adamantly denied the allegations, including a claim he once "forcibly kissed" writer Zinzi Clemmons.
Díaz, who was awarded the 2008 Pulitzer Prize for his novel The Brief Wondrous Life of Oscar Wao, said he was "distressed," "confused," and "panicked" by the accusations, but insisted he had not bullied the women or been sexually inappropriate.
Harlan Ellison, a major figure in the New Wave of science fiction writers in the 1960s who became a legend in science fiction and fantasy circles for his award-winning stories and notoriously outspoken and combative persona, died this week 84. During his life, he wrote more than 1,700 stories, film and TV scripts. The Guardian recommends five of his best...
Donald Hall, a prolific and award-winning poet and man of letters who was widely admired for his sharp humor and painful candor about nature, mortality, baseball and the distant past, has died. He was 89.
Atlas Obscura explains the history behind the, arguably nonsensical, grammar rule about not ending a sentence with a preposition which, "all goes back to 17th-century England and a fusspot named John Dryden":
There are thousands of individual rules for proper grammatical use of any given language; mostly, these are created, and then taught, in order to maximize understanding and minimize confusion. But the English language prohibition against "preposition stranding"--ending a sentence with a preposition like with, at, or of--is not like this. It is a fantastically stupid rule that when followed often has the effect of mangling a sentence. And yet for hundreds of years, schoolchildren have been taught to create disastrously awkward sentences like "With whom did you go?"
...Born in 1631, John Dryden was the most important figure throughout the entire Restoration period of the late 17th century... Dryden twice stated an opposition to preposition stranding. In an afterword for one of his own plays, he criticized Ben Jonson for doing this, saying: "The preposition in the end of the sentence; a common fault with him, and which I have but lately observed in my own writing." Later, in a letter to a young writer who had asked for advice, he wrote: "In the correctness of the English I remember I hinted somewhat of concludding [sic] your sentences with prepositions or conjunctions sometimes, which is not elegant, as in your first sentence."
Dryden does not state why he finds this to be "not elegant." And yet somehow this completely unexplained, tiny criticism, buried in his mountain of works, lodged itself in the grammarian mind, and continued to be taught for hundreds of years later. This casual little comment would arguably be Dryden's most enduring creation.