Cover image for Managing teams for dummies
Managing teams for dummies
Brounstein, Marty.
Personal Author:
Publication Information:
New York : Wiley Publishing, [2002]

Physical Description:
xxiv, 332 pages : illustrations ; 24 cm.
Provides real-world tips, tools, and anecdotes that enable readers to build different kinds of teams, set goals, make group decisions, enable effective communications, and handle conflicts.
General Note:
Includes index.
Format :


Call Number
Material Type
Home Location
Item Holds
HD66 .B76 2002 Adult Non-Fiction Non-Fiction Area

On Order



In the ever-changing world of work, the idea of spending some or all of your time working in teams is becoming more and more common. From solving problems, to tackling projects, to providing organizational leadership, the roles and importance of teams continue to grow. Leading a team is no easy job, but when a team gels, they can far outperform traditional work groups.

Managing Teams For Dummies is for anyone who has been asked to take on the role of team leader. This book can help you manage your team, whether you?re a senior manager or worker who doesn?t have supervisory responsibilities, but has become the point person on a specific project.

Managing Teams For Dummies can help you build and lead high-performing teams. Packed with tips on setting and reaching goals, resolving conflicts, leading teams through change, and providing team members with the skills to work together productively, this book will help you keep any team you mange focused and efficient. Managing Teams For Dummies will also:

Take you beyond the conceptual idea of teams and provide practical advice for developing groups that become winning teams Describe the type of leadership needed to guide teams successfully and prepare you for challenges that arise Reveal the three cornerstones? model for developing team success and provide how-to strategies to make them happen Discuss the types of teams that are growing in popularity, namely self-directed teams, project teams, and task teams Teams make it possible to bring together the variety of skills, perspectives, and talents that you need in the contemporary workplace. With Managing Teams For Dummies you can make sure your team performs to the best of its ability and while trying to achieve its goal.

Author Notes

Marty Brounstein is a consultant and trainer specializing in management, career development, and customer service

Table of Contents

Introductionp. 1
About This Bookp. 1
Conventions Used in This Bookp. 2
How This Book Is Organizedp. 2
Icons Used in This Bookp. 4
Where to Go from Herep. 5
Part I Getting Into Teamsp. 7
Chapter 1 Recognizing a Business Team When You See Onep. 9
Giving "Team" a Business Meaningp. 10
Telling the Difference between Work Groups and Teamsp. 11
Dependent-level work groupsp. 11
Independent-level work groupsp. 12
Interdependent-level work groupsp. 12
How Teams Help Managers to Managep. 15
Introducing the Most Common Types of Teamsp. 17
Looking Before You Leap: Factors to Consider in Adopting Teamsp. 19
Factors to consider at the organizational levelp. 20
Factors to consider at the manager levelp. 21
Factors to consider at the team member levelp. 21
Chapter 2 Creating a Team Culture: Going Beyond the Magic Wandp. 23
Understanding "The Terrible Twenty"--Why Teams Sometimes Strugglep. 24
Spotting Resistancep. 25
Cultural orientation--the rugged individualistp. 25
Limited or poor experience with teamsp. 26
Success as a solop. 26
Fear of changep. 27
Winning Them Overp. 27
Introducing the Three Cornerstones: Focus, Cohesiveness, Accountabilityp. 30
Focusp. 31
Cohesivenessp. 32
Accountabilityp. 33
Training Your Team in Six Critical Skillsp. 34
Part II Leadership for Team Successp. 37
Chapter 3 Leading Teams as a Coachp. 39
Working as a Coach, Not as a Doer or Bossp. 40
Coach versus doerp. 40
Coach versus bossp. 43
Leading by Examplep. 45
Making your actions speak louder than your wordsp. 45
Avoiding the credibility bustersp. 47
Looking Ahead While You Keep the Team Focused on the Here and Nowp. 48
Looking forward to be forward lookingp. 48
Challenging and encouraging excellencep. 50
Making Things Happen as a Catalyst and Advocatep. 51
Lights, camera, actionp. 52
Serving as an advocatep. 53
Chapter 4 Leading Teams through Changep. 55
Instant Coffee, Instant Team? Managing the Transitionp. 56
Looking out for the speed bumpsp. 56
Getting your team focused early onp. 58
Smile and "absorb"p. 59
Persist and follow throughp. 60
Reinforcing early and oftenp. 60
Being open and action-orientedp. 61
Mentoring with messagesp. 61
Plugging in the channels of communicationp. 61
Hanging on When Business Changes Set Teams Spinningp. 62
Step 1 Explaining the need for a changep. 63
Step 2 Communicating the future about the changep. 64
Step 3 Developing the transition planp. 64
Step 4 Implementing the transition planp. 65
Keeping your team flexible and focused: Building the rubber band teamp. 65
Step 5 Monitoring progress and adjusting plansp. 66
Pushing Roadblocks Out of the Wayp. 68
New directives from on highp. 68
Cold shoulder from other groupsp. 70
A counterproductive team memberp. 71
Part III Strategies for Building Productive Teamsp. 73
Chapter 5 The Focus Cornerstone: Seeing Where the Team Is Going, and Howp. 75
Laying a Solid Foundation Before Building the Whole Housep. 76
Writing a team-purpose statementp. 76
Creating team guidelinesp. 78
Processing the processp. 82
Goals and Roles, Like Bread and Butterp. 84
Setting goals, not activitiesp. 84
Four parts = one goalp. 86
Making Plans, Assigning Rolesp. 86
Planning how to achieve goalsp. 86
Defining who does whatp. 87
Double Dosing the V's: Vision and Valuesp. 92
Establishing a team vision statementp. 92
Measuring the value of a team vision statementp. 93
Defining core valuesp. 94
Some S & M action--standards and measurementsp. 95
Chapter 6 Everyone Working Together: The Cohesiveness Cornerstonep. 99
Hipbone's Connected to the ... Building Connectionsp. 100
Meeting regularlyp. 100
Sharing responsibilitiesp. 101
Developing backup coveragep. 102
Putting Team Guidelines into Actionp. 103
Publishing and talking about guidelinesp. 103
Solving an operational issuep. 104
Addressing a team-function issuep. 105
Adding Adhesive to the Cohesive: Learning and Building Togetherp. 106
You can't pick your family, but you can pick new team membersp. 106
Training and Learning Togetherp. 110
Working the Process So You Can Process the Workp. 111
Getting Into Team Buildingp. 113
Social timep. 114
Exercising without Breaking into a Sweatp. 116
Icebreakersp. 116
Working activitiesp. 117
Chapter 7 Taking Responsibility: The Accountability Cornerstonep. 121
Evaluating the Team's Progress and Resultsp. 122
Conducting status review meetingsp. 122
Maximizing your meeting mileagep. 125
Reporting Results Outward and Upwardp. 126
Publishing a summary reportp. 126
Making a team presentationp. 128
Evaluating Team Performancep. 129
Conducting postmortems (without a body)p. 130
Conducting a performance evaluationp. 130
Peer Feedback: Rating Each Other's Performancep. 131
Educating the teamp. 132
Designing the questionnairep. 132
Running the feedback sessionp. 134
Realizing the benefits of peer feedbackp. 136
Reinforcing Good Performancep. 136
Part IV Developing Tools for Productive Team Playersp. 139
Chapter 8 Communicating: Listening and Speaking at Your Bestp. 141
Listening Effectively: There's More Than Meets the Eye and the Earp. 142
Tuning in to the full messagep. 142
Finding your level on the listening scalep. 144
Making Active Listening Work for Your Teamp. 145
Opening the door to a good conversationp. 146
Drawing out a speaker with probing questionsp. 147
Reflecting feelings that you hear and seep. 147
Paraphrasing to capture the contentp. 148
Reflective paraphrasing: Checking content and emotionp. 148
Dodging pitfallsp. 148
Speaking So That People Listen--and Get Your Pointp. 149
Changing old speaking habitsp. 150
Adopting the productive approach: Assertive speakingp. 152
Making Assertive Speaking Work for Youp. 153
Special delivery: Using nonverbal tools of assertive speakingp. 153
Speaking in the positive--verbal tools at your disposalp. 155
Chapter 9 Problem-solving and Planning: Adding Method to the Madnessp. 159
Planning the Work, Working the Planp. 159
Understanding what you need to planp. 160
Counting the benefits of good planningp. 161
Making plans, step by stepp. 162
Solving Problems (Rather than Making Them Worse)p. 166
Avoiding the pitfallsp. 167
Revving up your problem-solving machinep. 168
Brainstorming--Developing Ideas for Solutionsp. 173
Guiding Discussions After the Brainstormingp. 175
Narrowing down the idea listp. 175
Voting for winners--democracy in actionp. 177
Chapter 10 Resolving Conflicts on the Teamp. 179
Streamlining Toward Solutionsp. 180
Staying off the destructive trackp. 180
Running on the constructive trackp. 181
Reaching for Some Handy Tools to Fix Conflictsp. 182
Showing understanding through active listeningp. 183
Describing--getting into observationsp. 184
Feelings--nothing but feelingsp. 185
Resolving Conflicts the Old-Fashioned Wayp. 186
Resolving interpersonal conflictsp. 186
Resolving work-related, needs-based conflictsp. 190
Coaching a team to settle conflicts on its ownp. 192
Serving as the third-party facilitatorp. 195
Chapter 11 Making Decisions as a Teamp. 197
Contrasting the Ways that Decisions Are Made in Groupsp. 198
The unilateral modep. 198
The unilateral mode with individual inputsp. 199
The simple majority modep. 200
The consensus modep. 201
The consultative modep. 202
Reaching a True Consensusp. 204
Following the Yellow Brick Road to consensusp. 204
Dodging the potholes that throw you off Consensus Roadp. 207
Following the Consultative Routep. 208
Selecting the Right Decision-making Tool for the Situationp. 210
Taking a moment to planp. 210
Running a few test cases for practicep. 211
The Budgetp. 211
Vacation schedulep. 212
Hiringp. 212
Performance problemp. 213
Work assignmentsp. 213
Chapter 12 Making the M Word (Meetings) Meaningfulp. 215
Meetings: Why Some Are Called #@!&[characters not reproducible section]!p. 216
Nixing the two big meeting no-nosp. 216
Exposing other factors that lead to meeting disastersp. 217
Giving Your Meetings New Lifep. 219
Live on stage! The three stages of the meeting processp. 219
Taking a minute for the minutesp. 220
Rolling in the meeting rolesp. 220
Meaningful purposes for team meetingsp. 221
Next on the Agenda: Developing Focused Agendasp. 223
Starting with five essentialsp. 223
Other agenda parts to include as neededp. 225
Formatting the agendap. 227
Facilitating a Productive Meeting: Tools and Outcomesp. 230
Planningp. 230
Summarizingp. 231
Recordingp. 231
Focusingp. 231
Stimulating participationp. 232
Gatekeepingp. 233
Dealing with a few familiar challengesp. 234
Juggling act: Facilitating and participating at the same timep. 236
Part V Managing Some Tougher Team Mattersp. 239
Chapter 13 Managing Without Supervisors: Self-Directed Teamsp. 241
Defining and Dissecting a Self-directed Teamp. 242
An offline, non-Webster, but pretty good definitionp. 242
Rolling out roles in a self-directed teamp. 244
Now featuring: The features of self-directed teamsp. 247
Moving Time: Making the Transition to Self-directed Teamsp. 248
Preparing for the movep. 248
Tackling the challengesp. 251
Building Teams to Self-Manage and Growp. 257
We have liftoff, now where do we go?p. 257
Evolving in your role as team coachp. 260
Chapter 14 Managing Project Teams and Task Teams to Successp. 263
Beginning with the Essentials for Effective Project Managementp. 264
Getting your charter setp. 264
Remembering to planp. 267
Developing and using a project planp. 268
Starting a Task Team on the Same Pagep. 269
Before the team begins its workp. 269
Getting the task team rollingp. 271
Keeping a Team on the Productive Trackp. 272
Maintaining focus and pushing accountabilityp. 272
Managing task teams through a problem-solving processp. 274
Managing with Influence Rather than Authorityp. 276
Explaining how leaders leadp. 276
Asserting your personal influencep. 277
Chapter 15 Show Us the Money: Incentives and Other Rewards for Teamsp. 281
Getting the Incentive for Team Incentive Payp. 282
Hey pal, here's the rationalep. 282
Recipe for success: Designing the incentive planp. 283
Sampling a few incentive plansp. 286
Rolling out the incentive planp. 290
Rewarding Individual Team Members: Skill-Based Payp. 291
Counting the pluses of skill-based payp. 292
Designing a skill-based pay planp. 293
Keeping the system runningp. 295
Showing You Love Them in Other Waysp. 295
Gratitude at a costp. 296
Appreciation at little or no expensep. 297
Part VI The Part of Tensp. 299
Chapter 16 Ten Tips for Management Groups to Work as Teamsp. 301
Spell Out the Need and Expectationsp. 301
Get Everyone in Line: Draft a Purpose Statement and Guidelinesp. 302
Work on Organizational-level Issuesp. 302
Set Organizational Priorities and Tie In Group Plansp. 303
Conduct Periodic Business Reviewp. 304
Play "Switch" with Team Membersp. 304
Set Direction and Define Parametersp. 305
Evaluate the Team's Progressp. 305
Reinforce Good Team Playershipp. 306
Retreat Periodicallyp. 306
Chapter 17 Ten Tips for Getting a Team Back on Trackp. 307
Assess--Figure Out Where You Arep. 307
Solve Problemsp. 308
Address Conflictsp. 309
Develop Teamworkp. 310
Clarify and Reset Team Goalsp. 310
Regularly Review Statusp. 310
Lead the Battle against Outside Obstaclesp. 311
Evaluate the Full Team, Quarterlyp. 311
Deal with Individual Performance Issuesp. 312
Manage by Planp. 312
Chapter 18 Ten Qualities of an Effective Team Playerp. 313
Demonstrates Reliabilityp. 313
Communicates Constructivelyp. 313
Listens Activelyp. 314
Functions as an Active Participantp. 314
Shares Openly and Willinglyp. 314
Cooperates and Pitches In to Helpp. 315
Exhibits Flexibilityp. 315
Works as a Problem-solverp. 315
Treats Others in a Respectful and Supportive Mannerp. 316
Shows Commitment to the Teamp. 316
Indexp. 317