Never Lead Alone
10 Shifts from Leadership to Teamship
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- CHF 21.00
Descrizione dell’editore
A USA TODAY BESTSELLER • ONE OF FORBES TOP 10 BUSINESS BOOKS OF 2024
ELEVATE LEADERSHIP TO TEAMSHIP.
In today’s volatile, fast-paced, and decentralized business environment, even the most talented leaders can’t succeed alone—they need to mobilize the full potential of the team.
The world’s highest-performing organizations understand they need more than leadership to win—they need teamship. Teamship is a profound shift from today’s hierarchical model to sharing the load among a team that elevates one another and the organization to achieve exponential results.
Based on more than twenty years of research with more than three thousand teams, world-renowned coach and bestselling author Keith Ferrazzi has cracked the code on what defines the top 15 percent of teams. In Never Lead Alone, Ferrazzi brings to life what is expected of teammates in teamship’s new agile, inclusive, innovative, and challenge culture. Teamship combines:
Co-elevation behaviors—the teammates’ commitment to pushing one another higher in aligned pursuit of the mission, andtwenty-first-century collaboration processes, practices, and tools to transform team performance.
Through rigorous data, dozens of high-return practices, and vivid case studies you will learn:
the 10 critical shifts to teamship, including peer-to-peer accountability, personal trust, shared feedback, team resilience, and adopting agile ways of working;how to agree on a new high-performance, high-integrity team social contract; andapproaches to leveraging collaborative technology and AI.
Never Lead Alone is an essential step-by-step road map for every teammate and all leaders on their team’s journey from average to extraordinary.
PUBLISHERS WEEKLY
Leadership consultant Ferrazzi (Competing in the New World of Work) explains how managers can foster more collaborative, productive teams in this ho-hum guide. The advice revolves around cultivating "teamship," or camaraderie, by encouraging employees to work together and staying flexible about where and when work gets done to make collaboration easier. Outlining 10 "shifts" leaders should make to promote teamwork, Ferrazzi emphasizes the importance of staying agile as a company and recounts how IBM restructured its sales department in six months by forming interdepartmental "squads" that troubleshot problems at biweekly meetings. Elsewhere, he recommends adopting "asynchronous" workflows in which teammates can use shared documents and other collaborative technologies to pursue team goals on their own schedule, as well as facilitating team bonding by asking each worker to share what's going on in their life at the beginning of meetings. The advice is sensible enough, though it sometimes feels like Ferrazzi is straining to make simple suggestions sound groundbreaking ("Don't just adapt; embrace radical adaptability"). Additionally, he has an exasperating tendency to invent jargon when ordinary language would do. (The constant exaltation of "co-elevation" can't disguise the fact he's simply talking about collaboration.) Some annoying quirks detract from an otherwise solid business manual.
