The Secret of Teams: What Great Teams Know and Do
By Mark Miller
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About this ebook
But what separates the teams that really deliver from the ones that simply spin their wheels? What is the secret of high-performance teams?
As he did in The Secret, Mark Miller uses a compelling business fable to reveal profound yet easily grasped truths that can dramatically transform any organization. Debbie Brewster, the heroine of The Secret, has been promoted and is now struggling with taking her new team to the next level. Her old mentor, Jeff Brown, the company’s CEO, sends her out to find the secret of teams. On her journey she learns from three very different teams—the Special Forces, NASCAR, and a local restaurant.
Debbie and her team discover the three elements that all successful teams have in common. But that’s just the beginning. The devil is in the details, as the story of Debbie’s efforts to actually implement the three elements shows. You’ll learn how to change entrenched ways of thinking and acting, what you have to do to optimize each of the three elements of a successful team, how to measure your progress, and more.
Creating high-performance teams does more than just give your organization a competitive advantage. It can be a performance multiplier that significantly improves results while honoring and developing people. It may be the ultimate win-win-win that your organization is seeking.
Mark Miller
Mark Miller (BA, Evangel University) is executive pastor at NewSong Church in Cleveland, Ohio, and he consults for other churches on reaching postmoderns, creativity, and leadership. He is the founder of The Jesus Journey, an experiential storytelling retreat that makes the story of the Bible accessible to postmoderns. He is married to Stacey and has two daughters.
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Reviews for The Secret of Teams
4 ratings3 reviews
- Rating: 4 out of 5 stars4/5Really nice, short book on leadership told in the form of a parable.
- Rating: 3 out of 5 stars3/5Good book. Teaches about the serve model. Had to read it for work.
- Rating: 3 out of 5 stars3/5Ken is a master at making complicated subjects simple. In this book, he deals with Servant Leadership, an idea that seems to be picking up steam after the Enrons, Lehman's, and the financial industry fiasco.Parables are a powerful way to convey a message.
Book preview
The Secret of Teams - Mark Miller
The Secret
of Teams
The Secret
of Teams
WHAT GREAT TEAMS KNOW AND DO
Mark Miller
The Secret of Teams
Copyright © 2011 by Mark Miller
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at the address below.
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First Edition
Hardcover print edition ISBN 978-1-60994-093-5
PDF e-book ISBN 978-1-60994-109-3
IDPF e-book ISBN 978-1-60994-110-9
2011-1
Production Management: Michael Bass Associates
Cover Design: Irene Morris
I dedicate this project to my family:
Thank you for your love,
encouragement, and prayers!
Contents
Foreword by Ken Blanchard
Introduction: An Amazing Journey
Study the Best
Truth Is Truth
The Three Pillars
Winning Is Hard Work
Enlightened Self-Interest
The Big Idea
Course Correction
No Wasted Talents
The Goal: Results
Launching a Movement
Harder Than It Looks
Change Is Hard
The Real Issue
A Second Chance
The Journey Continues
Conclusion: The Next Step Is Yours
High-Performance Team Assessment
Acknowledgments
About the Author
Stay in Touch
Foreword
By Ken Blanchard
When it comes to writing a book about teams, I can think of few people more qualified than my friend, Mark Miller, Vice President of Training and Development for Chick-fil-A. Mark and I have known each other for more than a decade. Over the years, we’ve worked together on several projects in the marketplace and in the not-for-profit world. Soon after we met, he and I teamed up to write The Secret: What Great Leaders Know and Do, which has become an international best-seller.
Fortunately for readers, Mark has been a student and a practitioner of teams for the last twenty years. I’m glad he’s committed to sharing what he’s learned on that journey. An accomplished communicator, he brings clarity to the often complex subject of building winning teams. In The Secret of Teams, he shares elemental truths about teams that, if employed, can transform not only your team but every aspect of your business. In the pages that follow, he’ll show you how to create teams that can sustain unprecedented levels of performance.
So let this book inspire you and your team to give your management, shareholders, vendors, partners, and customers more than they expect. Whether you’re part of a huge corporation, a not-for-profit organization, or a small company with just a few employees, apply the principles and practices in The Secret of Teams to make your workplace come alive!
— Ken Blanchard,
Coauthor of The One Minute Manager® and
Leading at a Higher Level
Introduction
An Amazing Journey
Teams are certainly not a new idea. Most of us have had some experience participating on a team. It may have been a sports team, a debate team, a team organized to solve a problem, as part of a nonprofit organization or maybe a team at work. As a result of our individual experiences, we will each read the pages that follow with a point of view informed by our past. However, I want to encourage you to put those experiences behind you because most of us have had team experiences that were far from ideal—most of us have never been part of a true high-performance team.
If you can approach the idea of teams with fresh eyes, you could be on the verge of a tremendous breakthrough. A breakthrough in performance, a breakthrough in the development of people, a breakthrough in your own leadership capacity, and perhaps most importantly, you could experience a breakthrough in your quality of life. I realize that’s a lot to promise from the simple story that follows. However, this promise is not based on the power of the story; rather, it is based on the power of the ideas represented here and my belief in the tremendous untapped potential of your team.
Getting people to work together to achieve exceptional, sustained results is more difficult to deliver than it is to discuss. Pursuing high-performance teams as a strategy for improved performance is messy and extremely challenging. But the size of the challenge is just one reason why the idea itself represents such an inviting approach for creating competitive advantage.
This book contains simple ideas that can revolutionize your team and its performance, but none of them will be possible without your leadership. At the end of this book, you’ll have a decision to make: What will you do next?
In an attempt to help you answer that question, I’ve included some suggested action items and a High-Performance Team Assessment. I hope you’ll find these tools helpful as you chart your course.
Get ready to multiply your leadership, leverage the talent of your people, and generate remarkable results … get ready for an amazing journey!
—Mark Miller
Study the Best
Debbie was discouraged. Her new team was proving to be more of a challenge than she had bargained for. Up to this point in her career, she had enjoyed success after success. Most noteworthy, she had led her previous dysfunctional team from worst to first.
This feat had not gone unnoticed by management. In fact, Jeff, the CEO, had given Debbie her recent promotion in part due to her success and in part because he saw tremendous potential in her.
However, in her new role, nothing seemed to be going her way. With her former team, she had looked forward to every new day, but now she went to work only to be confronted by a team with real issues. Not only that, Debbie was feeling the stress and strain of trying to do more and more, often with less resources. Beyond her team issues, she was faced with a growing mountain of e-mail; there seemed to be more meetings than ever; and if there was any time left, she still had customers to serve. She was tired. The pace of her life was out of control, and she wasn’t sure what to do about it.
Besides her immediate issues, she had heard rumors that scores of other leaders and their teams across the company were also struggling. Evidence of this could be seen as the customer base was eroding and the stock price was sliding.
Debbie knew that in her role, she was supposed to help the organization resolve these issues; but in her heart she knew that before she could help others, she would need to start with her leadership, her team, and her own life.
She decided to take the matter up with Jeff. Not only had he served as her mentor several years before, but he had continued to provide valuable counsel over the years. Thankfully, he always seemed to have the time—or make the time—to see her when it really mattered.
I just don’t know what to do,
she admitted to him candidly.
I understand, Debbie. You want things to work. You want your team to excel. That’s one of the traits we value about you.
She beamed, despite the circumstances that had brought her to Jeff’s office.
So how can I help?
Jeff asked.
Well, you could tell me what you’ve done to create such an effective team. How do you achieve such alignment and outstanding performance from your executive team?
Jeff thought carefully before responding. I wish I had a magic formula to give you, but I don’t.
He paused. Remember years ago when you asked me about the secret of great leaders?
I do. As it turned out, it was the best question I think I’ve ever asked.
Debbie was almost overwhelmed as she thought about how that single question, and Jeff’s response, changed her life and her leadership style forever.
Today, I’m turning the tables,
Jeff said. I need you to find the secret of great teams.
Where should I start?
Debbie asked.
Study the best.
What do you mean by that?
she asked.
"Find teams that are doing it right. They don’t have to be teams in our company. You can go outside. Look anywhere you want. The truth is, we need answers."
There was a tone in Jeff’s voice that Debbie had never heard before. She decided to probe a little further.
Thanks for the advice, Jeff. Based on what you’re saying, combined with the rumors I’ve heard, it sounds like this assignment is much bigger than the issues I’m dealing with when it comes to my team.
There was clearly a question in her tone.
Jeff hesitated for just a second before he responded. "I thought you’d probably