Featured by "Business Week", "Fortune", and "The Wall Street Journal" as the cutting edge of corporate management, self-directed work teams (SDWTs) are rapidly replacing traditional boss-driven organizations whose entrenched autocratic management styles have become obsolete. In major companies like Kodak, Apple, Walmart, and Honeywell, SDWTs have transformed personnel into a creative and competitive workforce. "Leading Self-directed Work Teams" reveals how supervisors in any company - large or small - can take advantage of the leadership skills that make and keep major corporations competitive. Focusing on hundreds of practical, time-tested examples, the author explains innovative practices such as Kodak's 13 Room, where a division created its own board of directors comprised of team members who assumed leadership of the business. This book also examines team leader practices learned from Procter and Gamble experiments - managing by principle rather than by policy and setting boundaries that change as the team matures. In addition, this practical, step-by-step guide explains the intricacies of helping traditional supervisors change to SDWT leaders with: a weekly activity guide to help team leaders remember critical activities; easy-to-access tips and checklists summarizing key concepts and strategies; a special chapter focusing on "3 days in the life of a team leader"; and practical solutions for typical team leader problems. In the increasingly competitive marketplace every corporation needs a leg up, and "Leading Self-directed Work Teams" shows how to create that edge from the shop floor to the executive offices.
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Book Description
Editorial Reviews
From the Back Cover
The classic book on team leadershipnow revised and expanded for a new era!
Motorola uses it to train managers, Logan Aluminum calls it their Bible, Industry Week proclaimed it one of the best dozen books of the year it was published, and experts and managers from M.I.T. to T&T praise its pragmatic insights on the new role for leaders. A bestseller just got better!
One of the most important books ever written about teams, the original edition of this groundbreaking book helped pioneer the self-directed work teams revolution. Now, drawing on a wide range of real-life lessons learned in the years since it was first published, this up-to-the-minute guide teaches you everything you need to know to lead confidently and effectively in today's non-autocratic, self-directed workplaces.
You'll learn how to:
- Lead through example and commitment, instead of by demanding obedience and control
- Give and obtain feedback in a constructive, non-defensive manner
- Excite, energize, and inspire team members about projects and goals
- Create accountability systems for teamswithout restricting autonomy and creativity
- Overcome the special challenges of leading knowledge workers
- And much more!
About the Author
Kimball Fisher is a cofounder of the Fisher Group, Inc., and has worked with many companies implementing high-performance management practices across North America, Western Europe, Asia, and Africa, including Amoco, Apple Computers, Chevron, Corning, Hewlett Packard, Mosanto, Motorola, NBC, Shell, Weyerhauser, and more. He is a popular speaker at conferences on teams, leadership, and organization design and has addressed audiences around the world.
--This text refers to an alternate Hardcover edition.
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Most Helpful Customer Reviews
7 of 7 people found the following review helpful:
5.0 out of 5 stars
If teams are the Religion, then this is the Bible!,
This review is from: Leading Self-Directed Work Teams: A Guide to Developing New Team Leadership Skills (McGraw-Hill Training Series) (Hardcover)
This book is our standard as we begin to build the team concept. The quote, "If teams are the Religion, then this is the Bible" comes from a senior manager in our company who has PASSION for the team concept. I am an internal OD consultant and I have a healthy background in the development of self directed teams. I used to consider "Self Directed Work Teams, the New American Challenge" by Orsburn, Moran, Musselwhite and Zenger to be the standard. Since then I have read a lot of works on the concept of self directed teams, and this Fisher book is a great book, at the top of the heap. Reason? Because as a practitioner you can USE it.
6 of 6 people found the following review helpful:
5.0 out of 5 stars
The Heart of Modern Management,
By
This review is from: Leading Self-Directed Work Teams (Hardcover)
Kimball Fisher writes about the heart of modern management, the need to develop employees at all-levels and tap latent organizational resources through the emphasis of employee involvement in team-based programs.Fisher makes many of his points through analogies, which makes his work a delight to read, and easy to remember. Two of his analogies have taken a firm hold in my mind. The first is about the difference between the Shephard and the Sheep herder, and the second about not "eating the sausage." Both analogies describe the need for management to support workers, so as to create quality and efficiency in the absence of rigid oversight. The book is well-written and easy to read, with information compartimantalized in understandable "sound-bites." The book is packed with models and concepts which promote the use of team based programs, and descibe the proper roles of team members and management.
3 of 3 people found the following review helpful:
4.0 out of 5 stars
Lessons from an Experienced Practitioner,
By Mark Kelly (Raleigh Consulting Group) - See all my reviews
This review is from: Leading Self-Directed Work Teams (Hardcover)
This book is a solid how-to manual for leading self-directed work teams. Kimball does a great job of explaining what self-directed teams are all about and how to lead them.
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Inside This Book
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First Sentence:
EMPOWERMENT HAS CLEARLY become the latest in a long litany of vogue practices that have ebbed and flowed over corporations like the changing of the tide. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
change influencers, culture team leaders, business analyzer, leading knowledge workers, participative management systems, traditional work systems, barrier busting, operations team leaders, team maturity, barrier buster, successful team leaders, team leader role, boundary manager, management team leader, team leaders work, traditional supervisor, competency cluster, empowered work teams, task accountabilities, traditional supervision, one team leader, effective team leaders, organization designer, performance work systems, other team leaders Key Phrases - Capitalized Phrases (CAPs): (learn more)
United States, Stage Two, Kimball Fisher, Stage Three, Implementation of Participative Management Systems, Stage Four, Stage One, Cummins Engine, Apple Computer, Conference Method, Human Resource Management, Copyright John Wiley, General Electric, Henry Ford, Johnsonville Foods, Santa Clara, Stage Five, Texas Instruments, Bill Gates, General Motors, Levi Strauss, New York, Room Story, The Barrier Buster, Becton Dickinson New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
EMPOWERMENT HAS CLEARLY become the latest in a long litany of vogue practices that have ebbed and flowed over corporations like the changing of the tide. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
change influencers, culture team leaders, business analyzer, leading knowledge workers, participative management systems, traditional work systems, barrier busting, operations team leaders, team maturity, barrier buster, successful team leaders, team leader role, boundary manager, management team leader, team leaders work, traditional supervisor, competency cluster, empowered work teams, task accountabilities, traditional supervision, one team leader, effective team leaders, organization designer, performance work systems, other team leaders Key Phrases - Capitalized Phrases (CAPs): (learn more)
United States, Stage Two, Kimball Fisher, Stage Three, Implementation of Participative Management Systems, Stage Four, Stage One, Cummins Engine, Apple Computer, Conference Method, Human Resource Management, Copyright John Wiley, General Electric, Henry Ford, Johnsonville Foods, Santa Clara, Stage Five, Texas Instruments, Bill Gates, General Motors, Levi Strauss, New York, Room Story, The Barrier Buster, Becton Dickinson New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
Citations (learn more)
This book cites 26
books:
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43
books
cite this book:
See all 43 books citing this book
- Human Resource Management by Cynthia Fisher on 7 pages
- Human Resource Management Made Simple, Third Edition by Alfred York in Back Matter (1), and Back Matter (2)
- The Great War and Modern Memory by Paul Fussell on page 98, and Back Matter
- Managing by the Numbers: Absentee Owners and the Decline of American Industry by Christopher Meek in Back Matter
- Designing Organizations for High Performance (Prentice Hall Organizational Development Series) by David P. Hanna in Back Matter
See all 26 books this book cites
- Strategic Management of Teams by David I. Cleland on page 103, page 174, and page 260
- The Distance Manager: A Hands On Guide to Managing Off-Site Employees and Virtual Teams by Kimball Fisher on page 6, and page 7
- Project Management : Strategic Design and Implementation by David I. Cleland on page 276, and page 530
- Managing the Project Team Volume 3 by Vijay K. Verma on page 275, and page 279
- Real Dream Teams: Seven Practices Used by World-Class Team Leaders to Achieve Extraordinary Results (St Lucie) by Robert Fisher on page 182, and Back Matter
See all 43 books citing this book
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