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Maintaining Team Performance. J–B CCL (Center for Creative Leadership)

  • ID: 2216561
  • Book
  • November 2007
  • Region: Global
  • 36 Pages
  • John Wiley and Sons Ltd
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Between the time a team is launched and the time it delivers results, managers need to know that the team is on course. Whether they have launched a team to achieve a business objective or have inherited a team, they need to monitor effectiveness on an ongoing basis and make course corrections that keep small problems from becoming major disasters.

Monitoring and maintaining team performance is a key element of leading a team. You can provide that leadership by paying attention to four important dimensions: team member effort, team member knowledge and skills, team tactics, and group dynamics. By focusing on those four areas, you can assess your team s performance, zero in on areas of weakness, and take the corrective measures necessary to ensure peak performance and to deliver expected results.
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7 Monitoring and Maintenance for Successful Team Outcomes

8 Dimensions of Team Effectiveness Knowing the Success Factors

9 Monitoring Team Effectiveness Using the Success Factors

20 Reading the Signals

22 Assessing Your Team s Performance

24 Is This Still the Team You Need?

25 Suggested Readings

30 Background

30 Key Point Summary

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This series of guidebooks draws on the practical knowledge that the
Center for Creative Leadership (CCL) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared–in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today′s leadership and organizational challenges.

The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL′s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide.

Kim Kanaga is the director of CCL s Greensboro Campus, overseeing all campus site resources and day–to–day activities in support of CCL s strategic direction. He has an extensive background in team–building initiatives, which he has used to customize team effectiveness programs for many CCL clients. He holds a Ph.D. in communication from Michigan State University.

Henry Browning was an important contributor to the design of CCL s Leadership and High–Performance Teams program. He has an MBA from the University of Colorado.

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