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| LEARN HOW TO BUILD BETTER TEAMS |
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| | | | Managing Teams for High Performance | | | | | | How do you build teams? What's the best way to manage global teams and diverse teams? How can you take your team to the next level — in terms of creativity and effectiveness? Learn how with this collection of 13 Harvard Management Update articles. | | | | | | | | | | | | | The Managing Teams for High Performance collection comes with a 30-day money-back guarantee.
Only $29.95** | | | | | | | |
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| The articles in this collection provide you with a comprehensive yet concise resource for developing, managing, and enhancing all types of team endeavors. Whether you've been a team leader for years or are about to embark on your first team project, you'll find new approaches and practical tips for team success. |
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| This specially priced collection includes: |
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| Why Some Teams Succeed (And So Many Don't) | | | Teams — sometimes they have great results, and sometimes they are huge failures. What makes the difference? Research shows that it's how teams are managed — and whether the organization they are part of provides them the support they need. This article brings together researchers and practitioners to describe the balancing act, skills, measures, and company support that make for successful teams. | | |
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| Decisions: How Will You Make Your Team a Team? | | | What do you do when the whole of the team you're leading appears to be less than the sum of its parts? Everything seems to be in place: solid people, a demanding but reasonable plan, sufficient resources. But, still, there's something missing from the effort, and filling the gap falls on your shoulders. No, leaders can't single-handedly boost performance, but they can guide the tone, tempo, and mechanisms that create opportunities for better things. | | |
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| Make Your Good Team Great | | | High-functioning teams are what make high-performing companies click. Whether the task is to create an innovative product or implement a new system, groups — not individuals — are shouldering the burden more than ever before. But what sets top teams apart? Research shows that high-performing teams achieve superior levels of participation, cooperation, and collaboration because their members trust one another and share a strong sense of identity. | | |
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| Team Camaraderie: Can You Have Too Much? | | | Although leaders must foster conditions that promote trust, cooperation, and commitment, they cannot allow relationships to come before work. Instead, they should set well-defined boundaries that allow them to make the kind of clear-eyed decisions that will put their teams in the best position to succeed. The goal for managers of all levels is to find the right balance. This article will help you learn how to set the right tone within your own teams and how to keep a keen eye on how managers who report to you are striking their own balances. | | |
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| Are You Rewarding Solo Performance at the Team's Expense? | | | A stated commitment to teamwork is the norm at most companies today, as standard a part of corporate life as cubicles and yearly performance reviews. Yet, many performance management and incentive systems are so focused on individual contributors that they inadvertently undermine the very teamwork organizations claim to support and encourage. This article presents advice on achieving the delicate balance between motivating individual contributors to shine while simultaneously shaping them to be strong ensemble players. | | |
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| Trust Makes the Team Go 'Round | | | As many highly accomplished managers are discovering, managing virtually is not the same as managing face-to-face. Cultural and language differences become magnified, as do conflicts. It is much easier to hide errors and problems, sweep misunderstandings under the rug, and make erroneous assumptions. Don't panic. These problems are not inevitable — as long as team leaders remember to focus on one critical element as they build and manage their virtual operations: trust. | | |
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| Building Effective Teams in Real Time | | | It's hard enough to guide the disparate mix of talent that comprises long-standing groups. But when you are required to focus the efforts of people you may not even know and who may not know one another — and to do it immediately — the challenges are multiplied. To help managers address these challenges, the authors have developed Rapid Team Building, an approach they have successfully applied in a variety of organizational settings in which the need to achieve critical goals quickly and effectively with newly formed teams was essential. | | |
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| Are Your Global Team Members Miles Apart? | | | Creating high-functioning teams is challenging under any circumstance. But when a team crosses national boundaries, time zones, and cultures, how do you meld individuals' different talents, temperaments, and communication styles? In this article, Howard M. Guttman, a consultant to Global Fortune 1000 companies, describes the three areas he and his colleagues at Guttman Development Strategies have found to be critical to creating a team whose performance transcends the limits imposed by culture and geography. | | |
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| Give Your Team a Challenge They Can't Resist | | | It's not easy pulling together a group of diverse individuals to work as a team. Barriers abound, in the form of fierce territoriality, incentive systems that reward individual rather than collective achievement, and mistrust spawned by an acquisition, merger, or major internal restructuring. Yet, at a time when companies are increasingly relying on cross-functional teams at every level to generate innovative ideas, it's more crucial than ever to tap the fresh thinking that teams can provide. | | |
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| Five Questions about How Leaders Influence Creativity | | | We often assume that leadership, especially charismatic leadership, plays a central role in spurring creativity and innovation. But there's little empirical evidence for this belief, says Teresa M. Amabile, Professor of Business Administration at Harvard Business School. She and her colleagues studied the daily diaries of members of 26 high-powered project teams headed by middle managers and were struck by the profound ways in which a manager's ordinary, routine interactions with subordinates can support — or undermine — creativity. | | |
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| Morning Meeting: Best-Practice Communication For Executive Teams | | | Too many executive teams are less than the sum of their parts because of flawed communication and a lack of shared accountability. Not knowing the full extent of one another's issues, team members don't share expertise. With no accountability for problems that arise off their turf, senior managers on dysfunctional teams can lose sight of what's in the best interest of the company as a whole. | | |
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| How to Get the Best Solutions from Your Team: Avoid Two Common Decision-Making Traps That Confront Leaders | | | Cooperating groups tasked with a problem are better than even the group's best problem-solver functioning alone. Yet far too often a leader fails to ask for input from team members — or team members themselves relinquish problem-solving to the leader. In this article, psychologist Robert B. Cialdini illustrates how such errors lead to bad choices, flawed solutions, and avoidable errors — and makes recommendations for staying on track to get the best results from your group. | | |
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| Creative Leadership: Be Your Team's Chief Innovation Officer | | | Creativity drives the innovations that fuel your company's growth, extend its reach, and revitalize its processes. Substantial research demonstrates the connection between the characteristics of a work environment and the quality of the creative problem solving that comes out of it. This article condenses the advice of CEOs, experts on creativity in the workplace, and heads of company research divisions to insightful, workable suggestions for encouraging innovative thinking in your workplace. | | |
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| To order by phone, call us toll-free at 800-668-6780 and mention referral code 00494. Outside the U.S. and Canada, 617-783-7450. | | | * You will save more than 45% off the price of the individual articles when you buy this collection. | | ** Purchasers are responsible for all shipping charges, duties, taxes, brokerage fees, and/or import fees imposed by the country
of import. Please check with your customs office for details. | | | If you do not wish to receive special offer email messages from Harvard Business Review, click here. | | | | | | | | | Managing Teams for High Performance is only $29.95** and comes with a 30-day money-back guarantee.
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