17lawsteamwork

8/18/2019 17lawsteamwork

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By John C.

"Embrace Them and Empower Your Team"

IMMUTABLELAW !

TEAMW!

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To ach'e(e )rea* *h'n)+, you need a *eam. Bu'ld'n) a w'nn'n)*eam reu're+ under+*and'n) o/ *he+e pr'nc'ple+. Wha*e(er your )oalor pro0ec*, you need *o add (alue and 'n(e+* 'n your *eam +o *heend produc* bene1*+ /rom more 'dea+, ener)y, re+ource+, andper+pec*'(e+.


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People try to achieve great things by themselves mainly because of the size of theirego, their level of insecurity, or simple naiveté and temperament. One is too small anumber to achieve greatness.

Law !ne 2 The Law ofigni!cance


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Law Two 2 The Law of the "ig Picture The goal is more important than the role. #embers must be willing to subordinate theirroles and personal agendas to support the team vision. "y seeing the big picture,e$ectively communicating the vision to the team, providing the needed resources, and

hiring theright players, leaders can create a more uni!ed team.


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Law Three 2 The Law of the %iche&ll players have a place where they add the most value. 'ssentially, when the right teammember is in the right place, everyone bene!ts. To be able to put people in their proper placesand fully utilize their talents and ma(imize potential, you need to )now your players and theteam situation. 'valuate each person*s s)ills, discipline, strengths, emotions, and potential.


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Law our 2 The Law of #ount 'verest The type of challenge determines the type of team you re+uire & new challenge re+uires acreative team. &n ever-changing challenge re+uires a fast, e(ible team. &n 'verest-sizedchallenge re+uires an e(perienced team. &dd members, change leaders to suit the challengeof the moment, and remove ine$ective members.


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Law '(e 2 The Law of the /hain The strength of the team is impacted by its wea)est lin). 0hen a wea) lin) remains onthe team the stronger members identify the wea) one, end up having to help him,come to resent him, become less e$ective, and ultimately +uestion their leader*s

ability.


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Law 'x 2 The Law of the /atalyst0inning teams have players who ma)e things happen. These are the catalysts, or the get-it-done-and-then-some people who are naturally intuitive, communicative, passionate,talented, creative people who ta)e the initiative, are responsible, generous, and inuential.


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Law e(en 2 The Law of the /ompass& team that embraces a vision becomes focused, energized, and con!dent. 1t )nows where it*sheaded and why it*s going there. & team should e(amine its #oral, 1ntuitive, 2istorical,3irectional,trategic, and 4isionary /ompasses. 3oes the strategy serve the vision5 1s there a long-range

vision to )eep the team from being frustrated by short-range failures5


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Law E')h* 2 The Law of The "ad&pple6otten attitudes ruin a team. The !rst place to start is with your self. 3o you thin) the teamwouldn*t be able to get along without you5 3o you secretly believe that recent teamsuccesses are attributable to your personal e$orts, not the wor) of the whole team5 3o youhave a hard time admitting you made a mista)e5 1f you answered yes to any of these+uestions, you need to )eep your attitude in chec).


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Law 3'ne 2 The Law of /ountability Teammates must be able to count on each other when it counts. 1s your integrityun+uestionable53o you perform your wor) with e(cellence5 &re you dedicated to the team*s success5 /anpeople depend on you5 3o your actions bring the team together or rip it apart5


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Law Ten 2 The Law of the Price Tag The team fails to reach its potential when it fails to pay the price. acri!ce,time commitment, personal development, and unsel!shness are part of theprice we pay for team success.


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Law Ele(en 2 The Law of thecoreboard The team can ma)e ad7ustments when it )nows where it stands.

The scoreboard is essential to evaluating performance at any given time, andis vital to decision-ma)ing.


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Law Twel(e 2 The Law of the "ench8reat teams have great depth. &ny team that wants to e(cel musthavegood substitutes as well as starters. The )ey to ma)ing the most of thelawof the bench is to continually improve the team.


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Law Th'r*een 2 The Law of 1dentityhared values de!ne the team. The type of values you choose for the team willattract the type of members you need. 4alues give the team a uni+ue identity to itsmembers, potential recruits, clients, and the public. 4alues must be constantly statedand restated, practiced, and institutionalized.


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Law our*een 2 The Law of/ommunication1nteraction fuels action. '$ective teams have teammates who are constantly tal)ing,and listening to each other. 9rom leader to teammates, teammates to leader, andamong teammates, there should be consistency, clarity and courtesy. People should be

able todisagree openly but with respect. "etween the team and the public, responsivenessand openness is )ey.


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Law '/*een 2 The Law of the 'dge The #yth of the 2ead Table is the belief that on a team, one person is always in chargein every situation. :nderstand that in particular situations, maybe another personwould be best suited for leading the team. The #yth of the 6ound Table is the belief

that everyone is e+ual, which is not true. The person with greater s)ill, e(perience, andproductivity in agiven area is more important to the team in that area. /ompensate where it is due.


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Law 'x*een 2 The Law of 2igh#orale0hen you*re winning, nothing hurts. 0hen a team has high morale, it candeal with whatever circumstances are thrown at it.


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Law e(en*een 2 The Law of3ividends1nvesting in the team compounds over time. #a)e the decision to build a team, anddecide who among the team are worth developing. 8ather the best team possible, paythe price to develop the team, do things together, delegate responsibility and authority,

and give credit for success.


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Than) ;ou 4ery #uchompong ;usoontorn

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