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
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