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In life, there are a handful of opportunities that allow us to significantly and directly impact the lives of others in a positive way. Leading a high-performance team is one of the most exciting people who participate in a high-energy, can-do organization never forget it. In Front Line Guide to Building High Performance Teams, you ll learn there is a time and place for team building and there are times when money spent on team building is wasted. This guide points out the differences and suggests strategies any manager can use to improve the collective performance of workers and volunteers. Based on extensive research into competencies associated with successful team building, the book will empower you to make a positive difference in the lives of many people. In 11 chapters, you ll learn how to: Develop leaders in your teams Release human potential for profit Build a high-performance team Appraise people and performance Get rid of non-performers Train, coach, discipline and counsel Drawing on his experience as a behavior-oriented consultant and HR manager, Woodwork Sears also covers such topics as tough love in the workplace, the truth about money and motivation, disbanding a team, getting people to do what you want them to do, and more. When all the solid tips and tools discussed in this book come together for you, you ll know you re on the way to having the high-performance team you hoped for.

The Front Line Guide to Building High Performance Teams

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The Readings in the book cover the major topics comprising the field of organizational behavior, and do so with special emphasis on the findings of rigorous organizational research. The models and concepts presented in the following Readings are gleaned from literally thousands of studies of behavior in and of organizations. Authors Wagner and Hollenbeck have selected them to complement their textbook, Organizational Behavior: Securing Competitive Advantage (Routledge 2010). However it would be a worthwhile addition to any course in Organizational Behavior.

Readings in Organizational Behavior

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Many companies do not provide their managers with adequate development programs, failing to recognize how often new managers can become overwhelmed. How can you prevent your most promising employees from being derailed? Should you schedule more coaching or training – or is it simply too soon to promote an employee to the next level? In a world of intensifying talent wars, companies that can develop high-potential leaders throughout their ranks stand the best chance of consistently trouncing rivals. As a manager, you play a crucial role in cultivating leadership skills in your own teams. This collection of HBR articles provides a range of advice on the best ways for companies to keep their next generation of leaders on the right track.

Harvard Business Review on Developing High-Potential Leaders