PRAISE FOR DO BIG THINGS
"I love this book. I love it because it′s refreshingly original and unique. I love it because it′s delightfully well–written. I love it because it′s full of captivating tales that bring to life the struggles and triumphs of high–performing teams. I love it because the practices and principles are based on years of up–close–and–personal experiences and empirical evidence.
"And I love Do Big Things most of all because Craig Ross, Angie Paccione, and Victoria Roberts remind us that successful teams are not about star players or outsized talents, but about relationships where people exhibit caring, humanity, and heart. They show us how it′s the human imperative that builds and sustains excellence. If you want your team to do big things, it′s imperative that you read and apply Do Big Things."
Jim Kouzes, coauthor of The Leadership Challenge and the Dean′s Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
"We all know that teamwork is important work…but it′s also hard work! Craig, Angie, & Victoria have somehow cracked the code with the Do Big Things framework. Not only do they challenge us to rethink our beliefs about what makes a successful team, but they have also given us a powerful set of easy to use practices that any organisation can use, if they are courageous enough."
Andrew Collier, Head of Leadership Development, Nestlé
"This book captures the magic of extraordinary teams and gives you a roadmap to navigate and accomplish your toughest challenges. I′ve seen the tools equip good teams to become great teamsby shifting how teams move from an individual focus to a collective force to achieve amazing results."
Lisa Bacus, EVP, Global Chief Marketing Officer, Cigna
"Do Big Things is a guide for any team. Grounded in research focused on the human element, Do Big Things combines a trusted process with proven tools to serve as a catalyst that inspires teams to reach amazing heights."
Mike Bloomfield, Former NASA Astronaut, Shuttle Commander
"Do Big Things is a clarion call to think big and accomplish feats that matter. This book can serve as your guide to changing your attitudes and actions to bring you farther down the road to success."
Daniel Pink, author of Drive and To Sell Is Human
Chapter 1 Teams That Do Big Things
Teams that achieve significant outcomes distinguish themselves by taking seven essential steps. The Do Big Things Framework outlines the steps research shows teams must take to do anything extraordinary (without team members killing themselves in the process).
Chapter 2 Teams That Flatline
The needs of every business have changed, yet most teams in companies go about teaming the same way they did years ago. Organizations fail to realize their potential when teamwork is transactional and diminish people. The end of teamwork (as we know it) is at hand.
Chapter 3 Commit To The Human Imperative
The first step in the Do Big Things Framework is to identify and align team as team members to the human behaviors essential for delivering the business imperative. Often born from a sense of caring for one another, this is the transformative thinking in how team members perceive each other that sets the stage for values to be put into action.
Chapter 4 Embody Success (and Leverage Failure)
Next, ensure the team personifies the spirit and experience of the success they seek while they pursue their lofty objectives. When excellence is who we are (rather than what we will be someday) then even the hardship we encounter in our journey make us better and stronger as a team.
Chapter 5 Choose to Contribute, Activate and Connect Across the Business
Teams that do big things have team members who are equipped to make three specific decisions:
The Contributor Decision: I choose to bring my best to this situation.
The Activator Decision: I choose to bring out the best in other in every interaction.
The Connector Decision: We choose to partner across the business to deliver our common objective.
Chapter 6 Exercise Your Barrier–Breaking Authority
Determine what stands between the team and success – both real and perceived. Then enable the team to control what they can control, and move issues forward faster by acting upon their inherent authority to choose their response.
Chapter 7 Focus on What Matters
Use the 3 Mind Factors to concentrate on and deliver what causes big things to be achieved: the relationships and teamwork necessary to succeed.
Chapter 8 Energize Around A Shared Reality
Use the Energy Map to make sure the team can tell the truth and function with authenticity. Effectively guide the focus and the common language essential to elevate how team members interact with one another. This step facilitates the needed skills of adaptability and accountability required to do big things.
Chapter 9 Mobilize Hearts and Minds Forward
Empower the team to create and own their role in delivering a stronger future. Use Questions That Trigger Hearts and Minds so everyone internalizes and delivers the team’s business imperative.
Chapter 10 Is Your Team Ready To Do Big Things?
Will the team overcome hidden forces in the culture that sabotage best efforts and destroy teams? Where does your team currently stand in its strength and ability to do big things? Answer these questions by using the simple Team Heart Quotient to assess how ready your team is to doing big things.
What Big Things Will Your Team Do?