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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Serie: Manga for Success
- Sprache: Englisch
- Veröffentlichungsjahr: 2023
LEARN TO FACILITATE PRODUCTIVE MEETINGS AND BUILD HIGH-PERFORMING TEAMS WITH MANGA FOR SUCCESS! Shigeo, an employee of a building material manufacturing company, is sent to a regional office to improve sales. Along the way, he encounters challenges engaging with the local team but, with advice from a helpful facilitation specialist, Mayumi, he eventually learns to build the skills of his colleagues and cobble together a high-performing team. You'll also learn about: * How to run an effective business meeting * How to productively use a variety of meeting tools * Facilitating fruitful brainstorming sessions * Using effective communication to lead your team to success Leading Meetings and Teams is a practical and hands-on book that will earn a place on the bookshelves of managers, executives, and early-career professionals everywhere. Find out why the Manga For Success series--now available in English for the first time--is so popular in Japan, Korea, and beyond.
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Table of Contents
Cover
Title Page
Copyright
Preface
Note
Prologue Facilitation is …?
1 The Skills of a Facileader Who Runs Their Team Well
2 Drawing Out and Consolidating
Pointer Lesson 1
Pointer Lesson 2
Note
Part 1: The Fundamentals of Facilitation
3 Even If You Hate Meetings, Start with This
4 Take Notes on the Board During Meetings
5 Tips for Questions to Draw Out Everyone's Thoughts
6 Who Do You Need in a Team? Separating the Ideal from Reality
Part 2: Putting Facilitation to Practice
7 Everyday Facilitation—Not Just for Meetings
Pointer Lesson 3
8 Organizing People and Setting a Mood with Desk Layouts
9 Understanding Differences with Social Style Theory
Part 3: Applying Facilitation
10 The Essentials for Project Leaders
11 Broaden Your Horizons Through Gatherings
12 Knowing Is Only Half the Battle! Thinking in Frameworks
Epilogue: The Facilitation Mindset
13 A Team Is a Group of Individuals. Don't Forget to Give Individualized Support
Summary Lesson
About the Author
End User License Agreement
List of Illustrations
Chapter 4
Figure 1.
Chapter 6
Figure 1.
Guide
Cover
Table of Contents
Title Page
Copyright
Preface
Prologue Facilitation is …?
Begin Reading
About the Author
End User License Agreement
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Copyright © 2023 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
Copyright © 2017 Masumi Tani, Enmo Takenawa. All Rights Reserved.Original Japanese edition published by JMA Management Center Inc.English translation rights arranged with JMA Management Center Inc. through The English Agency (Japan) Ltd.This translation © 2023 John Wiley & Sons, Inc., published under license from JMA Management Center Inc.
English translation Copyright © 2022 JMA Management Center Inc.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750‐8400, fax (978) 750‐4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748‐6011, fax (201) 748‐6008, or online at http://www.wiley.com/go/permission.
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Library of Congress Cataloging‐in‐Publication Data is Available:ISBN 9781394176199 (Paperback)ISBN 9781394176205 (ePub)ISBN 9781394176212 (ePDF)
Cover Design: JMA Management Center Inc.Cover Images: JMA Management Center Inc. © ShEd Artworks/Shutterstock
Hello, I'm Masumi Tani.
My first book, Facilitation Skills for Leaders!, was published in 2014. I was overjoyed to receive many positive reactions saying how easy it was to understand, but along those comments, there were some that caught my attention.
“The contents of the book finally sunk in after I took part in a workshop.”
“Even though I've been trying to put it into practice, it hasn't been going well in the field…”
Each time I heard such words, I thought how nice it would be if I could paint a better, easier‐to‐understand picture of facilitation being put into practice. It wasn't long before I was approached about writing this book, Leading Meetings and Teams and I still can't forget the feeling of excitement | I had.
This book, depicting the growth of the protagonist through trial and error, together with the transformative effect this has on his workplace, seeks to convey the reality of facilitation in a tangible, easily digestible fashion. It is the result of the hard work of many people, including JMA Management Center's Okada‐san,* the wonderful illustrations of Enmo‐san, and countless others.
A leader who has the ability to draw out and consolidate things from others, or a facileader for short, will naturally attract people and form a nice work environment and team. However, there are many obstacles on the road to obtaining these skills. Many give up thinking, “I tried, but it didn't go well” or “Yeah, it's not something I can do.” A big reason as to why it may not be going well is because they do not have a successful concept of facilitation.
You probably lack any senior staff that can act as role models for facilitation in action and have never experienced the sort of ideal meeting where opinions are actively thrown out and discussed. It can be hard to find the motivation to continue grappling with the concepts of facilitation when you can't see the end result.
Also, another large source of problems is that there is a big difference between a seminar or workshop and the actual workplace.
It's natural for there to be a difference in enthusiasm between workers who have gathered with the explicit interest of learning about facilitation and regular members of the workplace. When trying to form a facilitative work environment for you and your co‐workers, implementing facilitation techniques in meetings is only half the battle. It is necessary to understand each team member and apply facilitation to each of them individually, even in daily life.
There's an infinite variety of workplaces; no two are exactly alike. Things may go well or they may not. It can't always turn out exactly as we'd like it to. I expect that the facilitation skill will be a strong asset for leaders who want to turn such situations into positive ones.
Facilitation exists wherever people gather. The level‐up process began the moment you flipped open this book. A journey of a thousand miles begins with a single step. Come and take your first step as a facileader, along with the protagonist.
Masumi Tani
Note
*
The honorific suffix “san” is standard in the Japanese business world.
Prologue Facilitation is …?
1The Skills of a Facileader Who Runs Their Team Well
When they're in charge of a new team or starting something new, all leaders seriously consider ways in which their team might be improved and how it could provide better results. Rather than just sitting there worrying about it, leaders often find themselves trying out many different fixes, only to end up doing everything themselves.
Every leader is doing their best in their own way. However, there are both successful and unsuccessful leaders in this world. What might be the difference between them?
One of the answers, the one I wish to convey with this book, is the facilitation skill. Before I begin any of that, though, let's start with a quick self‐check of your current facileader skills. Please answer the following questions with a yes or no.
Q!. Do you tell your team members what you need from them and what you expect of them?
Q2. Is your team equipped with the necessary tools, resources, and materials needed to properly do their jobs?
Q3. Do you provide each of your team members with the opportunity to do their best work every day?
Q4. Have you recognized or praised a team member's results in the past week?
Q5. Have you told your team members that you care about them as individuals?
Q6. Have you shown support for your team members' growth?
Q7. Do you listen to your team members' opinions and respect them?
Q8. Have you told your team members that their role is vital to the mission/goals of the company?
Q9. Have you grasped each of your team members' working styles and encouraged them to do quality work?
Q10 Are you aware of the interpersonal relationships your team members have?
Q11. Have you made the time to talk to your team members about their progress in these past six months?
Q12. In the past year, have you provided opportunities for your team members to learn about their work and grow?
Taken from First, Break All the Rules: What the World's Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman.
