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How to Launch a Team: Start Right for Success [Paperback]

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  • Category: Books (Business & Economics)
  • Author:  Center for Creative Leadership (CCL), Kanaga, Kim, Prestridge, Sonya
  • Author:  Center for Creative Leadership (CCL), Kanaga, Kim, Prestridge, Sonya
  • ISBN-10:  1882197712
  • ISBN-10:  1882197712
  • ISBN-13:  9781882197712
  • ISBN-13:  9781882197712
  • Publisher:  Pfeiffer
  • Publisher:  Pfeiffer
  • Pages:  36
  • Pages:  36
  • Binding:  Paperback
  • Binding:  Paperback
  • Pub Date:  01-Sep-2007
  • Pub Date:  01-Sep-2007
  • SKU:  1882197712-11-MPOD
  • SKU:  1882197712-11-MPOD
  • Item ID: 103563950
  • Seller: ShopSpell
  • Ships in: 2 business days
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  • Delivery by: Sep 29 to Oct 01
  • Notes: Brand New Book. Order Now.
When an organization sponsors a team, it’s usually to address a challenge deemed essential to organizational success. Meeting that challenge might mean implementing new ways of working, entering new markets, or developing a new product. Teams can produce innovative solutions, but leading them toward that goal can be difficult. Getting the team off on the right foot is critical to its success. To launch a team in a way that increases its chance of success, managers and team leaders should pay attention to four critical points: setting purpose and direction, defining roles and responsibilities, designing procedures and practices, and building cooperation and relationships. Understanding and implementing these elements is key to a successful launch and, in the end, essential to a team’s achieving the organization’s goals.7 The Right Start Is Critical to Success

8 Launching a Successful Team

Setting Purpose and Direction

Defining Roles and Responsibilities

Designing Procedures and Practices

Building Cooperation and Relationships

27 Countdown to Team Success

28 Suggested Readings

29 Background

30 Key Point Summary

This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared-in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rathl£+
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