Tom Kayser brings the principles of collaboration to life. This book is a must read for managers in both the public and private sector.
-- Michael D. Watkins, speaker and aurhor of The First 90 Days and Your Next MoveBuilding Team Power
is to your team what the owner's manual is to your car: the one-stop source for how it works, how to maintain it, and what to do if it breaks down.
--Ed Muzio, CEO, Group Harmonics, Inc.; author of Make Work Great
This updated edition of Building Team Power brings Kayser's important concepts to a new generation of leaders. Read BTP
and take its lessons to heart; you can't afford not to.
--Ken Blanchard, coauthor, The One Minute Manager® and Lead with LUVBuilding Team Power
systematically breaks down the barriers keeping groups from being effective. It promises to be a useful reference for diagnosing and healing dysfuntional work groups.
--Bob Nelson, author of 1001 Ways to Reward Employees
From the Author
THE NEED FOR THIS BOOK.
After the publication and favorable reception accorded the three editions of my first book, Mining Group Gold: How to Cash in on the Collaborative Brain Power of a Team for Innovation and Results
(NY: McGraw-Hill, 1990, 1995, 2011), and the popularity of the first edition of Building Team Power
(Burr Ridge, IL: Irwin, 1994), I knew I was on to something that went beyond casual interest.
My 30 years of experience at Xerox leading and facilitating every possible type of organization effectiveness intervention, my debates with colleagues both inside and outside of Xerox, my interactions with clients as part of my current consulting practice, my discussions with my wife, Carol, who has worked with a number of school districts and industrial firms teaching and applying collaborative principles,
along with my review of the business literature, all have validated the same thing time after time.New and experienced managers alike lack the necessary mental maps, the keen understanding, and the crisp fundamentals for being a collaborative leader building collaborative partnerships within and across teams.
New managers most often do not have this know-how simply because of their managerial inexperience. Many experienced managers, on the other hand, lack collaborative skills and insights because they grew up in the centralized, command-and-control bureaucracy where large merit increases, promotions, bonuses, lavish offices, and other forms of reward and recognition went to those managers who were best at dictating and directing. In those order-giving organizations, nurturing collaboration and teamwork was not a highly valued managerial behavior. Because it was looked upon as being soft and weak, as well as a sure-fire career killer, skill development in building and facilitating collaborative partnerships was squashed.
While this medieval thinking still exists in many places today, you can no longer allow it to predominate and drive your company's culture. If your organization does not understand or believe in utilizing the power of collaboration--or dismisses it as some passing fad--you are riding down the same highway to marketplace failure or irrrelevancy as ___________________(fill in the blank).
Figuring out ways to do things right the first time, every time; creating products and services that delight your customers and distress your competitors; forming and implementing strategies and structures to capture and hold market share; and studying and reconfiguring work processes to slice costs and improve quality are huge tasks requiring the collaborative genius of your entire organization. It is irrelevant whether your establishment is in the public sector or private sector, is a producer of goods or services, or is for profit or is nonprofit--a culture of collaboration up, down, sideways, and diagonally within and across every corner of your organization is mandatory for success in today's global marketplace. You cannot afford to have it any other way.