The Ideal Team Player PDF Free Download

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Patrick Lencioni's The Ideal Team Player: How to Recognize and Cultivate The Three Essential Virtues posits that in order to succeed - especially in a work environment - one must be a team player. Business leaders must be able to identify and hire team players to secure the best possible advantage over their competitors and leverage all the benefits of teamwork.

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The ideal team player how to recognize and cultivate the three essential virtues a leadership fable: the ideal team player how to recognize and cultivate the three essential virtues a leadership fable Free Pdf Ebooks Download.Looking for the ideal team player how to recognize and cultivate the three essential virtues a leadership fable Pdf Download Sites. Ideal Team Player This is a book about 1. The three virtues of an Ideal Team Player 2. How to apply the model to your organization 3. Connecting the Ideal Team Player with the Five Dysfunctions of a Team Model Part One: The Fable The fable lends some practical application thoughts and ideas to the model and brings to life the concepts. PDF Click the link to download and read 'The Ideal Team Player: How to Recognize and Cultivate The Three Essential Virtues' PDF Document. The Author's book Patrick M. Lencioni has create 240 pages and published by John Wiley & Sons.

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Being a team player who can work effectively with others to achieve a group goal is more important than ever in our interdependent and changing world. However, true team players are surprisingly uncommon, in part because many organizations are unclear on what being a team player means, and as a result, often end up hiring people who undermine teamwork. In The Ideal Team Player, Patrick Lencioni defines the model team player as a person who embodies the virtues of humility, hunger or drive, and people skills. He explains how to transform your organization by developing your current employees into team players and making sure you hire team players in the future.

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2) One of the virtues: Someone who has only one of the three qualities will have a tough time developing the other two, but it’s possible. These people can be:

  • Humble only (“Pawn”): People who are humble without being smart or hungry are of little use to the rest of the team.
  • Hungry only (“Bulldozer”): People who are hungry or driven but lack humility and interpersonal skills tend to bulldoze over others in their determination to achieve their own interests.
  • Smart only (“Charmer”): Those who have people skills but lack humility and drive are personable but lack true interest in helping colleagues or the team.

3) Two of three virtues: People with two out of three virtues have a good chance of becoming ideal team players. They can be:

  • Humble and hungry, not smart (Inadvertent troublemaker): They’re hard workers but clueless about how their words and actions come across. Colleagues get tired of cleaning up the problems they create.
  • Humble and smart, not hungry (“Slacker”): These people get along well with others but they do only enough to get by.
  • Hungry and smart, not humble (“Politician”): These people are ambitious and may at first appear to be humble, but they work for their own interests. They use other people.

Hiring Team Players

The best way to strengthen teamwork is to make sure everyone you hire is an ideal team player. By focusing your interviews on behaviors that demonstrate the three virtues, you can usually identify team players. There are many guides available for framing behavioral questions. Beyond that, here are some ways to structure the interview process:

  • Ask specific questions: Typical interviews follow a generic format and questions that provide only a general sense of the candidate—for instance, you come away thinking, “She seems capable.” However, you need to ask specific questions that uncover whether the candidate has the qualities and behaviors of a team player. For example, to assess whether a person is humble, ask them to describe their most important career accomplishments. They should use the word “we” more than “I.”
  • Compare Notes: In many companies, various managers interview the candidate separately and don’t discuss what they learned until the interview process has ended. Instead, debrief managers immediately after an interview on whether the candidate seemed humble, hungry, and smart. Then use the next interview to ask follow-up questions on issues raised in the first. For example, if the first two interviewers agree that the candidate is hungry and smart, the third interviewer should focus on assessing humility.
  • Repeat questions: The first time you ask a question, you often get a generic answer. If you ask again in a different way, you may get more details or a different answer. If you ask a third time, but you’re more pointed, you may get the most honest response.
  • Ask what others would say: Ask candidates what others would say about them—for instance, instead of asking someone if he considers himself a hard worker, ask how colleagues would describe his work ethic or his level of humility. Candidates tend to give more honest answers to questions framed this way, perhaps because they think you might ask their colleagues the same question and compare answers.
  • Pay attention to hunches: If you have a hunch that a candidate has a problem being humble, hungry, or smart, keep digging until you resolve your doubt.

Helping Employees to Develop

For employees to improve, leaders must consistently point out when they’re not doing what’s needed. It’s uncomfortable to repeatedly tell employees they’re missing the mark, but it’s the only way to get results. They’ll succeed or decide to leave—or you’ll have to terminate them.

To help people develop one of the virtues, here are some approaches:

Humility: Some employees can improve if they simply start acting differently, practicing the behaviors they need to develop. For instance, they can push themselves to compliment someone or admit a mistake. Have teammates encourage the employee by highlighting the positive behaviors—for instance, a coworker might say, “I appreciated your compliment the other day …”

Hunger: Everyone, but especially unmotivated people, should have performance goals.

But beyond telling someone to meet certain production goals, managers should set behavioral expectations. Tell unmotivated employees that they also need to help colleagues or the team meet their goals. This may include taking on additional responsibilities or working more hours. With specific goals, the employee will either step up or find another job.

People skills: Those who lack interpersonal skills aren’t usually intentionally being difficult or trying to cause problems. They just don’t pick up on how their words and actions affect others.

Takes

When they do the wrong thing, immediately call attention to it. For example, you might say, “Your email really upset your coworkers. Before you send an email next time, you might want to have someone look over it and help you reword it.”

Embedding Teamwork in Your Culture

Besides helping individuals become humble, hungry, and smart, it’s important to embed these values in your company’s culture. Here are some ways to do that:

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1) Reward people for teamwork: Managers often don’t say anything when employees do what they want them to, but they’re missing an opportunity. Praise rewards and motivates the employee and reminds everyone else of what’s expected.

2) Address violations: When you see behavior that goes against one of the values, whether the misstep is major or minor, let the violator know. Don't miss opportunities for learning.

3) Talk about teamwork constantly: Talk about your commitment to the three virtues to everyone—customers, partners, vendors, and job candidates. This helps establish the expectation among people dealing with the company that employees will be humble, hungry, and smart and encourages employees to behave that way. As word gets around, the organization becomes known for its culture, and it’s easier to find employees who are a good fit.

While it may sound simplistic or contrived to some, the organizations that are most explicit about a teamwork culture are the most successful in building it.

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