Index_T

T

tactical vision, 29

talents: coaching of, 194-197;
development of, 196;
natural. See natural talents;
self-assessments, 196

task-oriented approach: by team leaders , 7-8;
by team members , 76

team(s): ambassador for, 212-215;
anti-management view of, 166;
assessments of, 239, 241-248;
change efforts by, 224-225;
cohesion of, 166;
conflict in, 71;
connectors on, 220, 222;
continuous improvement of, 97;
data gathering for, 237-238;
decision making in. See decision making;
definition of, 63, 257;
development of. See team development;
dialogue in. See dialogue;
excellence of, 76-77, 217-218;
expectations for, 204;
flow of, 98-99;
focus of, 262-263;
future direction of, 250;
goals of. See goals;
history review of, 239-240;
leadership type of. See leadership team;
mandate for, 93;
mavens on, 222;
meeting of. See meetings;
members of. See team members;
morale survey for, 247;
motivation of, 204-205;
norms in, 72-74, 166;
performance goals of, 204;
problem-based focus of, 131-132;
problem-solving type of, 64, 74-75;
productivity metrics for, 241-248;
productivity of, 97-98;
purpose of, 86-87, 258;
questions regarding, 273;
rules for, 224;
self-directed type of, 11, 64-65;
slumps by, 252;
stages of. See team development;
"star" system for, 213-215;
strategic planning by. See strategic planning;
stress in, 225, 227;
synergy of, 130;
talent assessments, 68-69;
trust in, 71-72;
types of, 64-66

teambuilding : adventures for, 78-79;
Closing stage of. See Closing stage of team development;
description of, 76;
focus of, 79;
Forming stage of. See Forming stage of team development;
of leadership team, 259-263;
learning from, 78-79;
motivations for, 77-80;
Norming stage of. See Norming stage of team development;
ongoing nature of, 80, 82;
people-oriented, 79;
Performing stage of. See Performing stage of team development;
punishment view of, 79;
questions regarding, 273;
reasons for, 79-80, 259-262;
request for, 259-262;
sessions for, 261-262;
stages of, 66-76;
Storming stage of. See Storming stage of team development;
Ten Commandments for, 80-81;
timing of, 77-78

team charter: components of, 88, 90;
description of, 68, 86-87;
development of, 91, 163;
example of, 90, 92-93;
expectations defined by, 88;
guidelines for, 89;
" politically correct," 163;
purpose of, 87-88;
specificity of, 87-88;
team defined by, 88

team consultants , external, 19-20

team development: Closing stage. See Closing stage of team development;
Forming stage. See Forming stage of team development;
motivations for, 77-80;
Norming stage. See Norming stage of team development;
Performing stage. See Performing stage of team development;
stages of, 66-76;
Storming stage. See Storming stage of team development;
timing of, 77-78

Team Diagnostic Questionnaire, 242-246

team leader: as ambassador, 212-215;
"coaches" as, 10-11;
competency of, 9;
creation of, 7;
credibility of, 8-9;
description of, 4;
development of, 16-17;
enthusiasm of, 9;
experience of, 4-6;
functions of, 26, 64, 66, 213, 262;
general managers as, 10;
need for, 271-272;
peer, 11-12;
people-oriented approach by, 7-8;
in Performing stage, 72, 74;
resource-based, 10-11;
task-oriented approach by, 7-8;
training of, 12, 14-18. See also leaders

team leadership: generating of options, 3;
lessons for, 4, 7-9;
planning for success in, 3-4;
raising awareness for, 2-3

team members: behavior changes in, 76;
blaming by, 168-170, 176-177;
burnout by, 227;
in Closing stage of team development, 167-168;
conflict among. See conflict;
disagreements among, 165;
empowerment of, 213;
ex-officio, 121;
in Forming stage of team development, 163;
of leadership team, 265-266;
learning opportunities for, 248;
morale survey for, 247;
motivation of, 198-200, 204;
opportunities for, 205, 207;
performance of, 192;
roles and responsibilities of, 120, 166, 194, 198-200, 265;
satisfaction- related metrics for, 242, 247-248;
selection of, 67-69;
withdrawal by, 165

team playing: behaviors necessary for, 30;
in Leadership Effectiveness Analysis, 30-31

team trainer, 207-208

technical vision, 28

Thinking type: characteristics of, 43-45;
Novel Transformers, 54, 56-58;
Sensible Technicians, 48-51

Thomas-Kilmann Conflict Mode Instrument: accommodating approach, 173-174;
avoiding approach, 173;
collaborating approach, 176-178;
competing approach, 174-175;
compromising approach, 175-176;
conflict resolution approaches used in, 170

tipping points: description of, 220;
law of the few, 220-222;
power of context, 223-224;
stickiness factor, 221, 223

trade-offs, 134

trainer role in conflict resolution, 180

training: description of, 192;
performance improvements through, 207-209;
team leader, 12, 14-18

trust: development of, 71;
in team, 71-72

trustworthiness , 8

truthfulness, 103-104

type: Extraverted, 36;
Feeling, 43-45;
Introverted, 37-40;
Intuitive, 40-43;
Judging, 46-48;
Perceiving, 46-48;
Sensing, 40-43;
Thinking, 43-45. See also personality types