18,99 €
Mehr erfahren.
- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Serie: J-B Lencioni Series
- Sprache: Englisch
- Veröffentlichungsjahr: 2016
In his classic book, The Five Dysfunctions of a Team, Patrick Lencioni laid out a groundbreaking approach for tackling the perilous group behaviors that destroy teamwork. Here he turns his focus to the individual, revealing the three indispensable virtues of an ideal team player.
In The Ideal Team Player, Lencioni tells the story of Jeff Shanley, a leader desperate to save his uncle’s company by restoring its cultural commitment to teamwork. Jeff must crack the code on the virtues that real team players possess, and then build a culture of hiring and development around those virtues.
Beyond the fable, Lencioni presents a practical framework and actionable tools for identifying, hiring, and developing ideal team players. Whether you’re a leader trying to create a culture around teamwork, a staffing professional looking to hire real team players, or a team player wanting to improve yourself, this book will prove to be as useful as it is compelling.
Sie lesen das E-Book in den Legimi-Apps auf:
Seitenzahl: 224
Ähnliche
CONTENTS
Cover
Also by Patrick Lencioni
Title Page
Copyright
Dedication
Introduction
The Fable
Part One: The Situation
Enough
Bob
Transition
Part Two: Diagnosis
The Ropes
Disclosure
When It Rains
Committed
The Plunge
Drama
Gallows Humor
First Meeting
Regrouping
Getting Messy
The Hammer
Research
Two Sides
Fine-Tooth Comb
Part Three: Discovery
Clarity
Self-Assessment
Coach Ben
Forensics
Addition by Addition
Shortcuts
Ted
Reactions
Part Four: Implementation
Juggling
Ted Again
Debrief
Digging
Names
Naked
Points of Reference
The Call
Angst
Darkness
First Light
Nancy
Part Five: Indicators
Re-Interviewing
About a Week Later
About a Month Later
About Six Months Later
About a Year Later
The Model
The Three Virtues of an Ideal Team Player
Defining the Three Virtues
Humble
Hungry
Smart
The Three Virtues Combined
The History of the Model
The Ideal Team Player Model
The Categories
Application
Application #1: Hiring
Application #2: Assessing Current Employees
Application #3: Developing Employees Who Are Lacking in One or More of the Virtues
Application #4: Embedding the Model into an Organization's Culture
Connecting the Ideal Team Player Model With the Five Dysfunctions of A Team
A Final Thought—Beyond Work Teams
More Resources
You'll find the following resources there:
Acknowledgments
About the Author
End User License Agreement
Guide
Cover
Table of Contents
Begin Reading
Part 1
Chapter 1
Pages
i
iii
iv
v
ix
x
xi
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
Also by Patrick Lencioni
The Five Temptations of a CEO
The Four Obsessions of an Extraordinary Executive
The Five Dysfunctions of a Team
Death By Meeting
Overcoming the Five Dysfunctions of a Team
Silos, Politics, and Turf Wars
The Truth About Employee Engagement
The Three Big Questions for a Frantic Family
Getting Naked
The Advantage
The Motive
The Ideal Team Player
How to Recognize and Cultivate the Three Essential Virtues
A Leadership Fable
Patrick Lencioni
Cover image: © iStock.com / ulkan (background); © iStock.com / mediaphotos (inset)
Cover design: Wiley
Copyright © 2016 by Patrick Lencioni. All rights reserved.
Published by Jossey-Bass
A John Wiley & Sons, Inc. imprint, Hoboken, New Jersey.
Published simultaneously in Canada.
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, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, 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 www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for damages arising herefrom.
For general information about our other products and services, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.
Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.
ISBN 9781119209591 (cloth); ISBN 9781119209607 (ebk); ISBN 9781119209614 (ebk)
Dedication
This is dedicated to Tracy Noble, who guided me through the process of writing this book, and who lives humble, hungry, and smart every day.
Introduction
If someone were to ask me to make a list of the most valuable qualities a person should develop in order to thrive in the world of work—and for that matter, life—I would put being a team player at the top. The ability to work effectively with others, to add value within the dynamics of a group endeavor, is more critical in today's fluid world than it has ever been. Few people succeed at work, in the family, or in any social context without it.
I'm sure that most people would agree with this, which is why it's a little surprising that great team players are somewhat rare. I think the problem is that we've failed to define what being a team player requires, which leaves the concept somewhat vague, even soft.
It's not unlike teamwork itself, which still gets more lip service than practical attention. In my book, The Five Dysfunctions of a Team, I explained that real teamwork requires tangible, specific behaviors: vulnerability-based trust, healthy conflict, active commitment, peer-to-peer accountability, and a focus on results. Thankfully, with enough coaching, patience, and time, most people can learn to embrace those concepts.
However, I must admit that some people are better at being team players, at embracing those five behaviors, than others. They're not born that way, but either through life experiences, work history, or a real commitment to personal development, they come to possess the three underlying virtues that enable them to be ideal team players: they are humble, hungry, and smart. As simple as those words may appear, none of them is exactly what they seem. Understanding the nuances of these virtues is critical for applying them effectively.
During the past twenty years of working with leaders and their teams, I've seen time and again that when a team member lacks one or more of these three virtues, the process of building a cohesive team is much more difficult than it should be, and in some cases, impossible. We've been using this approach for hiring and management at The Table Group since our founding in 1997, and it has proven to be a remarkable predictor of success, as well as a reliable explanation of failure. As a result, we've come to the conclusion that these three seemingly obvious qualities are to teamwork what speed, strength, and coordination are to athletics—they make everything else easier.
The ramifications of all this are undeniable. Leaders who can identify, hire, and cultivate employees who are humble, hungry, and smart will have a serious advantage over those who cannot. They'll be able to build stronger teams much more quickly and with much less difficulty, and they'll significantly reduce the painful and tangible costs associated with politics, turnover, and morale problems. And employees who can embody these virtues will make themselves more valuable and marketable to any organization that values teamwork.
The purpose of this little book is to help you understand how the elusive combination of these three simple attributes can accelerate the process of making teamwork a reality in your organization or in your life so you can more effectively achieve the extraordinary benefits that it brings.
I hope it serves you well.
The Fable
Part OneThe Situation
Enough
After twenty years, Jeff Shanley had experienced more than his fair share of the Silicon Valley. The hours. The traffic. The pretentiousness. It was time to make a change.
To be fair, it wasn't really the work that Jeff had grown tired of. In fact, he had enjoyed an interesting and successful career. After a few jobs in high-tech marketing, at age thirty-five he cofounded a technology start-up. Two years later, he was fortunate enough to get demoted when the board of directors hired what they called a grown-up CEO. During the next four years, that CEO, Kathryn Petersen, taught Jeff more about leadership, teamwork, and business than he could have learned in a decade of business school.
When Kathryn retired, Jeff left the company and spent the next few years working at a small consulting firm in Half Moon Bay, over the hills from the Silicon Valley. Jeff thrived there, and was on the verge of becoming a partner. But during that time, he and his wife began to grow tired of trying to keep up with the Joneses, which happened to be the name of the family that lived in the over-priced bungalow next door.
Jeff was definitely ready for a change. Where he would go and what he would do next was a mystery to him. He certainly didn't expect the answer to come via a phone call from his uncle Bob.
Bob
Robert Shanley had been the most prominent and diversified building contractor in the Napa Valley for three decades. Whether it was a winery, a school, or a shopping center, if it was being built in Napa, there was a decent chance that Valley Builders was involved in some significant way.
Unfortunately for Bob, none of his kids was interested in taking over the family business, instead choosing to be restauranteurs, stockbrokers, and high school teachers. And that's why Bob called his nephew to see if he knew anyone who might be interested in running the company in a couple of years when Bob retired.
It wasn't the first time that Bob had turned to his nephew for advice. Jeff had helped him on a few occasions in the past, and actually consulted to the executive team a year earlier on a substantial project around teamwork, which was one of the firm's values. Jeff had focused his efforts on building more effective teams at the highest levels of the company.
Bob loved the work Jeff did, and often bragged about his nephew during family reunions, usually saying something to the effect of “this boy is my best advisor.” His cousins teased Jeff, pretending to resent their father's favoritism.
Bob thought so much of Jeff that he had absolutely no expectation that his ambitious nephew in the exciting world of high tech would ever be interested in working in construction. Which is why he was so stunned when Jeff asked, “Would you consider hiring someone without industry experience? Someone like me?”
Transition
Within the month, Jeff and Maurine Shanley had sold their tiny home in San Mateo and moved their two children and one dog to the northern end of Napa—the town, not the valley. Jeff's commute to the Valley Builders office was about four miles, and even if he drove the speed limit, it took just seven minutes.
It was during those minutes that Jeff experienced an initial wave of remorse. Though everything on the domestic side of his decision had been going well, learning the nuances of the construction industry proved to be more of a challenge than he expected. Or, more precisely, it was the lack of nuance that was the problem.
Everything in construction seemed to come down to physical, material issues. Gone were the days of theoretical debates and pie-in-the-sky planning. Jeff now found himself learning about concrete matters having to do with everything from air conditioning to lumber to, well, concrete.
But soon enough, Jeff not only got used to this new way of working, he actually came to prefer it. Straightforward conversations about tangible things may have been less sophisticated than high tech, but they were also more gratifying. And he was learning more than he could have imagined from his uncle, who never finished college but seemed to have a better understanding of business than many of the CEOs Jeff had worked with in technology.
After eight weeks of observation and learning, Jeff came to the conclusion that the move to Napa was the right one and that the stress of his previous life in the Silicon Valley was over.
He was wrong.
Part TwoDiagnosis
The Ropes
Bob Shanley had never been a cautious man, which was one of the reasons his firm had done so well. He had been decisive and bold in growing the company when others were hedging their bets. Aside from the occasional and inevitable economic downturns, most of Bob's decisions had yielded significant long-term benefits.
The firm had more than two hundred people on staff, making it one of the larger employers in the area. Those employees, ranging from entry-level construction workers to architectural engineers, were generally well compensated and, more important to Bob, had generous benefits plans. Though bonuses varied from year to year depending on the region's economy and the success of Bob's business development, no one who worked at Valley Builders felt underpaid.
Employees weren't the only people who depended on VB's financial success. A small group of family members, whom Bob called “private shareholders,” had a financial stake in the company. These were Bob's wife and kids, as well as a few of his siblings who helped him launch the company more than three decades earlier. One of those siblings was Jeff's dad, who had relied on the financial windfall to help fund his retirement.
During those first months on the job, Jeff had focused almost exclusively on learning the operations of construction. This consisted primarily of studying the day-to-day tactical and financial nature of the business, everything from materials acquisition and scheduling to permitting and labor costs. Bob decided to wait a few months to teach Jeff about the longer-term strategic issues related to the company's overall financial health and new business development. Though Jeff certainly asked a few questions about those issues, Bob assured him that he would sit down with Jeff to review that part of the business as soon as his nephew felt comfortable in the blocking and tackling of the construction industry.
Jeff had no idea how soon that day would come and what a shock that conversation would be. For that matter, neither did Bob.
Disclosure
Sitting down for lunch at an upscale BBQ restaurant near the Napa River, Bob got right to the point.
“Here's the deal. I am ridiculously happy that I hired you. You've already been a blessing to me and the company.”
Jeff felt as gratified by this feedback as any he had heard in his career, probably because it came from a family member. But he could tell his uncle had more to say.
“In fact, I'm not going to wait a year to put you in charge. We're going to do it right away.”
Caught completely off guard by the announcement, Jeff pushed back. “Whoa. I don't think we should get ahead of—”
Smiling, Bob waved his hand and interrupted. “Don't start telling me you're not ready, because I already know that.”
Jeff was confused.
“I don't want you to be ready, Jeff. I want you to be excited. And a little nervous. That's good for you.”
Something about his uncle seemed off to Jeff. “Well, I think I'll be plenty excited and nervous in six months. Why don't we just—”
“Because we can't,” Bob interrupted again, this time in a much more serious tone. He paused and struggled to get out the next sentence. “Jeff, my doctor says I have a serious heart condition. The kind you don't recover from. I don't understand half the words the doctor uses. Something about ischemia and angina. All I know is that he says I need surgery and that my life needs to change. Immediately.”
Just then the waitress shattered the moment when she came over to take their orders. Recovering himself immediately, Bob promptly ordered a salad with no dressing and a glass of water. Then he teased Jeff.
“But if you don't get the ribs, I'm going to kick your ass right here.”
Jeff laughed, and ordered the ribs. As the waitress walked away, he asked Bob the big question: “Are you going to be okay?”
“If surgery goes well and I do what the doctor tells me, I should be fine. But it's going to be hard for me. Which is why I have to step away from the business.” Bob paused. “I can't believe I just said that. I think I'm still in shock that I won't be there next week. But I have to leave, because I'm not good at doing things halfway.”
“When is your surgery?”
“A week from tomorrow, unless something changes and they can get me in sooner.”
Jeff was stunned.
Though he was showing his trademark confidence and humor, Bob was clearly taking all of this very seriously.
“Honestly, Jeff, I don't know what we'd do if we hadn't hired you.”
Jeff nodded, glad for the confidence but not loving the context of it all. That context was about to get much worse.
When It Rains
Jeff decided to dive into the details. “Well, I hate to do this, but I think it's time we talked about the balance sheet and the longer-term financials of the company.”
Bob nodded a little sheepishly and reached for something in his computer bag. “I think I've brought most of what you need.”
Knowing his uncle well, Jeff was starting to feel like something wasn't right. He probed. “Based on everything I've seen so far, I'm guessing the company's in pretty good shape.” It was more of a question than a statement.
Bob smiled, the same way he used to smile when he assured the kids he wouldn't throw them in the deep end of the pool just before he did exactly that. “Absolutely.” He didn't sound confident. “But I need to talk to you about some new challenges and opportunities.”
As concerned as he was, Jeff laughed out loud. “I don't think I like the sound of this.”
“Oh, you'll be fine. This is just how the industry works.”
The waitress brought Jeff's beer and Bob's water.
“So what kind of challenges and opportunities are we talking about?” Jeff asked.
Bob stopped rifling through his bag and looked Jeff in the eye with a bizarre mix of excitement and worry.
“Jeff, we just landed two great projects.”
He paused to let his nephew take in the information, and then continued.
“It's very exciting. The Queen of the Valley Hospital project, which I mentioned to you a few weeks ago, came through on Monday. And I signed the papers yesterday morning for the new hotel project in St. Helena.” He paused and seemed to force a big smile. “We're going to build both of them.”
Jeff was confused. “That's good news, right?”
“It's fantastic news,” Bob answered, in a tone that was something less than fantastic.
“When was the last time we had two projects like that on the books at the same time?” Jeff was more than a little curious to know.
Bob hesitated, looking down at his glass of water for a moment and back up at Jeff. “That's the thing. We've never had two major projects like this at the same time.” He paused. “In fact, both of these are as big as anything we've ever done.”
Any semblance of a smile that had remained on Jeff's face disappeared. As overwhelmed as he was, he had yet to receive the worst news of all.
Committed
Jeff took a deep breath. “Okay. I know this is hard to hear, and the last thing I want to do is stress you out, Bob. But maybe we need to focus on one of the projects and let the other one go. I mean, it sounds like this would be a challenge if you were running the show, but with a new and inexperienced CEO like me, this could be a recipe for disaster.”
Bob nodded and took a drink of his water. “I understand.”
Jeff wanted to be relieved, but he sensed that a qualifier was coming. He was right.
His uncle's smile slid into a wince. “It's just that the legal nature of the hospital deal is that if we back out, we lose a huge chunk of capital. And they've already advanced us a first payment on the hotel, part of which we're using to finish the Oak Ridge shopping center.”
Jeff was now starting to feel very warm, and not in a good way. He took a long drink from the beer bottle in front of him. “So we're talking about cash flow issues? And this is too much to walk away from?”
Bob nodded. “Oh yeah. It would be a deal breaker for the firm.” Then his smile returned. “But as soon as we get these projects going, we'll be fine from a cash standpoint.”
Suddenly, Jeff was not appreciating his uncle so much.
Bob tried to cheer him up. “You can do this, Jeff. You're smarter than I am. You're younger than I am. And you'll have plenty of help.”
Jeff's tone changed. “How long ago did this all happen?” He was beginning to sound a little accusatory.
“Well, like I said, the hotel deal closed yesterday, and the hospital came through—”
“No, I mean with the doctor?” Jeff interrupted.
Bob was puzzled. “Well, that was just yesterday afternoon. It was supposed to be just a precautionary test because I had a little pain recently.” His eyes opened widely as he suddenly realized what Jeff was getting at. “You don't think that I knew all this and set you up, do you? I wouldn't do that to you, Jeff.”
Bob started to sound a little choked up. “If I had any idea that I'd be leaving the business, I would never have agreed to these projects and put you in this dilemma.”
Jeff felt terrible for his uncle and for having seemed to distrust him. But he couldn't help but ask the next question: “So then you don't think I can do it?”
“No, that's not what I meant. I just meant that putting you in a situation like this is not something I would have done on purpose. But that doesn't mean you can't manage it. You'll hire a few more people. It's just a matter of scale. It will be fine.”
Jeff hoped Bob really meant it. He wasn't convinced.
The Plunge
Jeff decided not to finish the rest of his beer. He figured he'd need to get back to work and be focused for the rest of the day, and probably into the evening.
Bob told his nephew that he had already informed his two most senior people of the impending change, and he advised Jeff to go see them right after lunch. Jeff agreed, and then asked whether he would have complete freedom in running the company.
Bob assured him. “No limits or restrictions. Starting immediately.”
Glad to have that assurance, Jeff spent the rest of lunch talking with his uncle about his health and his family. No business at all. At the end of the conversation, as he stood to leave, he apologized for questioning Bob's intent.
“I don't blame you,” Bob assured him. “I'd have wondered the same thing.”
Suddenly, Bob smiled and looked at Jeff intently. “You know something? One of the worst things about all this is that I'm not going to get to work with you.” He paused to avoid getting emotional. “You might not know this, but I've been more excited these past couple months than I have been in years.”
Jeff gave his dad's brother the kind of hug that had nothing to do with business and left the restaurant with a heavy heart.
