What will I learn about: how to transform your traditional, hierarchical workplace into a self-managing team of leaders to combat employee disengagement?

Discover how to transform your traditional, hierarchical workplace into a self-managing team of leaders to combat employee disengagement.

What will I learn about: the five stages of shared leadership to successfully transition your employees from passive subordinates to self-sufficient decision-makers?

Master the five stages of shared leadership to successfully transition your employees from passive subordinates to self-sufficient decision-makers.

What will I learn about: design your team to operate as a mini-business united under a shared mission, giving every employee a higher sense of purpose?

Learn how to design your team to operate as a mini-business united under a shared mission, giving every employee a higher sense of purpose.

What will I learn about: how to properly align your company's incentives, strategies, and rewards so that team members work collaboratively toward a unified goal?

Find out how to properly align your company's incentives, strategies, and rewards so that team members work collaboratively toward a unified goal.

What will I learn about: the critical importance of distributing key, codifiable, and tacit knowledge across your organization so your team can function seamlessly?

Understand the critical importance of distributing key, codifiable, and tacit knowledge across your organization so your team can function seamlessly.

A Team of Leaders

Empowering Every Member to Take Ownership, Demonstrate Initiative, and Deliver Results

Paul Gustavson and Stewart Liff

★ 3.4 / 5(45 ratings)

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Categories:

Management & Leadership

If You're Curious About These Questions...

You should listen to this audiobook

💡What’s the secret to transforming a struggling group into a high-performance powerhouse where every single member takes ownership like a leader?
💡Have you ever wondered why some teams naturally thrive while others face constant turnover and low employee commitment?
💡Are you curious about the specific five-stage model that can turn your workplace into an environment of peak productivity and deep engagement?

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Key Takeaways from A Team of Leaders

✓Discover how to transform your traditional, hierarchical workplace into a self-managing team of leaders to combat employee disengagement.
✓Master the five stages of shared leadership to successfully transition your employees from passive subordinates to self-sufficient decision-makers.
✓Learn how to design your team to operate as a mini-business united under a shared mission, giving every employee a higher sense of purpose.
✓Find out how to properly align your company's incentives, strategies, and rewards so that team members work collaboratively toward a unified goal.
✓Understand the critical importance of distributing key, codifiable, and tacit knowledge across your organization so your team can function seamlessly.

Learning Tools

Reinforce what you learned from A Team of Leaders

Mind Map

A Team of Leaders

The Core Problem & Solution+

Five Stages of Shared Leadership+

Purpose-Driven Team Design+

Achieving Alignment+

Knowledge Democratization+

Visual Management & Workspace+

Actionable Advice+

Quiz — Test Your Understanding

Question 1 of 6

According to the text, what is the ultimate goal of transforming employees into a 'team of leaders'?

A. To reduce the company's financial burden by eliminating management bonuses.
B. To create a workforce that loves their work, takes responsibility, and proactively seeks ways to improve the company.
C. To replace the traditional HR department with automated recruitment processes.
D. To ensure every employee eventually becomes a senior executive within the organization.

Question 2 of 6

In the five-stage team development model, what characterizes the fifth and final stage?

A. The team relies on a single executive to adjudicate all work-related issues.
B. Employees wait for assignments from management before taking action.
C. Completely shared leadership is realized, and teams are able to self-manage and recruit.
D. Team members begin to think about taking responsibility, but still defer to HR for recruitment.

Question 3 of 6

What is the 'team value creation model' described in the text?

A. A pricing strategy that maximizes profit margins on new products.
B. An approach where a team operates as a mini-business with access to inside knowledge and financial data.
C. A design philosophy focused exclusively on creating aesthetically pleasing office furniture.
D. A customer service framework that prioritizes fast response times over quality.

Question 4 of 6

Why did the company in the text's example fail to improve the quality of its products, resulting in an 'unaligned' team?

A. The employees lacked the necessary technical skills to improve product quality.
B. The company's management continued to reward productivity and quantity rather than quality.
C. The customers demanded faster production times, forcing the team to abandon quality control.
D. The HR department recruited candidates who did not care about the company's mission.

Question 5 of 6

How does the text recommend increasing the exchange of 'tacit knowledge' (beliefs and expertise) among team members?

A. By distributing comprehensive company handbooks and manuals.
B. By implementing unstructured learning methods like storytelling and role-playing.
C. By restricting access to financial data to senior leaders only.
D. By requiring employees to watch structured training videos.

Question 6 of 6

What is 'visual management' in the context of creating a supportive workspace?

A. The practice of using charts, whiteboards, and displays to share progress, problems, and customer feedback.
B. A management style where leaders closely monitor employees through glass cubicles.
C. The use of high-end interior decorating to make the office look more professional to investors.
D. A software tool used by management to track the exact screen time of each employee.

A Team of Leaders — Full Chapter Overview

1Recommendation
21 — Achieve shared leadership in five stages.
32 — Design your team so every leader has a purpose.
43 — Align each leader’s incentives to strengthen the whole team.
54 — Give your team access to the knowledge they need.
65 — Your leaders need a workspace that supports them.
76 — Final summary

A Team of Leaders Summary & Overview

A Team of Leaders (2014) provides companies facing internal problems, such as lost productivity, high turnover and low employee commitment, with a powerful solution. These blinks outline practical methods and tools, including the five-stage team development model, to guide you toward an engaged and high-performance work environment.

Who Should Listen to A Team of Leaders?

People seeking to improve employee engagement in their company
Teams, clubs and other organizations looking to boost their performance
Anyone interested in workplace dynamics

About the Author: Paul Gustavson and Stewart Liff

Paul Gustavson is an organization design consultant and the founder of Organization Planning & Design, a company that creates and sustains high-performance teams around the world. He also coauthored The Power of Living by Design and Running into the Wind.

Stewart Liff is a human resources and visual management expert, as well as the president and CEO of his own consulting group. He is the author of several other successful books, including Managing Government Employees.

A Team of Leaders

If You're Curious About These Questions...

Listen to A Team of Leaders — Free Audiobook

Key Takeaways from A Team of Leaders

Learning Tools

Mind Map

Quiz — Test Your Understanding

A Team of Leaders — Full Chapter Overview

A Team of Leaders Summary & Overview

Who Should Listen to A Team of Leaders?

About the Author: Paul Gustavson and Stewart Liff

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