Mini Culture Presents
Bibliography of Author of Team Flying Adair, J (1987) Effective teambuilding, Pan, London De Bono, E (1985) Six thinking hats, Viking, Middlesex. Eales-White, R (1996) How to be a better teambuilder, Kogan Page, London Fisher, R and Sharp, A (1998) Lateral leadership: getting things done when you are not the boss, HarperCollins Publishers, London Guirdham, […]
Read MoreUnit Into Action This Into Action asks you to identify some priority areas for developing your team, discuss them with your team and decide on an agreed action plan. It should contribute to an overall goal of moving towards a fully performing team. You need to draw on the Into Action activities you’ve already completed […]
Read MoreMaking links with ‘outsiders’ more effective 1. Hold a team session where your team discusses its links with people outside the team. These could include individuals, other teams and other departments. Include links within and outside the organisation. The following checklist summarises the main areas you have explored in this section – you may want […]
Read MoreExploring mutual expectations In this section you’ve seen the importance of looking outside the team and considered approaches you can use to do this. Use this Into Action to help build bridges with other teams and individuals, and then go on to the Unit Into Action. Into Action Draw on your work in this section […]
Read MoreDealing with tensions between teams The client care team look to the training team to train the new recruits. But training feels that if client care did its own training, it would be more effective. Client care says it doesn’t have time to do training… Inevitably some friction will arise between your team and others. […]
Read MoreGetting on with other teams No team can act in a vacuum. However good your team is, it can only be successful if it has good relationships with other teams and individuals. One company set up a league of ‘regional teams’, all competing for the strong incentive of a holiday in Hawaii. Although success was […]
Read MoreFinding allies All teams need friends in high places. These may include: a decision maker – a top executive an influencer – who has the ear of senior managers a player – whose own work depends on your team’s performance a consent-giver – an individual whose consent is needed for key purposes a sponsor – […]
Read MoreBeing your teams ambassador Just as you are the , you also need to turn outwards to be the ambassador for your team. The image the wider world has of your team depends on how you, as its ambassador, portray your team. Does the rest of the organisation, and beyond, see your team as effective, […]
Read MoreMutual expectations When you work with another team, your team has an expectation of what it hopes to gain from the other team; the other team probably has an expectation of what it hopes to gain from your team. The sales team of a kitchen fitting business expects to receive ongoing information from the inventory […]
Read MoreLooking outwards Your team is one piece in the jigsaw of your company/organisation and the wider world of customers, suppliers and other networks. What are the other parts in your team’s jigsaw? What do you need from each other? How well does your team fit in? How can you benefit from other teams? This section […]
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