Team audiobook cover - Getting Things Done with Others

Team

Getting Things Done with Others

David Allen, Edward Lamont

★ 5.0 / 5(1 ratings)
Start ListeningDownloadQR code that opens AudiobookHub on the App StoreTry free on iPhoneScan to start in 5 seconds
Categories:
ProductivityManagement & LeadershipCorporate CultureCommunication Skills

If You're Curious About These Questions...

You should listen to this audiobook

Listen to Team — Free Audiobook

Loading player...

Key Takeaways from Team

Learning Tools

Reinforce what you learned from Team

Mind Map

Team
Modern Team Challenges+
The Power of Clarity+
Purpose and Standards+
Vision and Goals+
Creating Space to Thrive+

Quiz — Test Your Understanding

Question 1 of 6
What is identified as a primary reason why simply working longer hours fails to solve modern team inefficiency?
  • A. It inevitably leads to high employee turnover and increased hiring costs.
  • B. Teams lack the technical skills to process the modern volume of information.
  • C. It traps leaders and teams in a reactive loop of stress rather than establishing foundational systems.
  • D. Employees are fundamentally less motivated than they were in previous decades.
Question 2 of 6
According to the text, what happens when a team attempts to solve problems without clearly defined roles or structured processes?
  • A. The team takes significantly longer to reach a consensus due to over-analysis.
  • B. Vocal members dominate the conversation while quieter voices go unheard.
  • C. The team relies heavily on digital communication instead of face-to-face interactions.
  • D. Members immediately default to asking senior management for the final decision.
Question 3 of 6
How did the major financial institution successfully fix its frustrating, six-level sales approval process?
  • A. By replacing underperforming salespeople with a specialized approval committee.
  • B. By implementing a new CRM tool that automated the approval workflow.
  • C. By requiring all international deals to be approved directly by the CEO.
  • D. By giving salespeople clear profitability guidelines and the authority to make decisions themselves.
Question 4 of 6
What analogy is used to describe the relationship between a team's vision and its goals?
  • A. Vision is the engine of a car, while goals are the steering wheel.
  • B. Vision acts as a magnet pulling the team forward, while goals provide the practical stepping stones.
  • C. Vision is the blueprint of a house, while goals are the construction workers.
  • D. Vision is the soil in a garden, while goals are the seeds planted within it.
Question 5 of 6
What counterintuitive step did a senior executive at a financial firm take that resulted in a 40 percent rise in team motivation?
  • A. They systematically cut back 80 percent of the team's commitments to focus on what mattered most.
  • B. They increased the number of weekly meetings to ensure everyone was perfectly aligned.
  • C. They eliminated all deadlines so the team could work without pressure.
  • D. They added more layers of process to strictly monitor daily productivity.
Question 6 of 6
What is 'co-designed delegation' as described in the book?
  • A. Allowing team members to vote on who should take on an urgent project.
  • B. A process where the leader and team member clarify expectations, timelines, and resources together.
  • C. Using project management software to automatically distribute tasks based on team capacity.
  • D. A strategy where leaders handle urgent tasks themselves to ensure high quality.

Team — Full Chapter Overview

Team Summary & Overview

Team (2024) reveals how to elevate group productivity, streamline collaboration, and reduce stress for everyone involved. Packed with real-world insights from top-performing companies, it equips you with the tools to build a focused, cohesive, and high-performing team. Perfect for today’s evolving workplace, it’s your essential guide to achieving more together.

Who Should Listen to Team?

  • Teams seeking better collaboration and productivity gains
  • Managers looking to reduce workplace stress and improve efficiency
  • Professionals interested in effective, actionable organizational strategies

About the Author: David Allen, Edward Lamont

David Allen is widely known for his work on productivity, particularly his productivity system Getting Things Done (GTD), which has shaped approaches to task management in both personal and organizational settings. His methods are used globally by individuals and teams aiming for efficiency.

Edward Lamont, cofounder of Next Action Associates, brings over 25 years of experience in executive coaching, productivity, and leadership. He has built GTD franchises in the UK and Ireland, and previously worked as a contributor to the Financial Times, covering commodities markets.

🎧
Listen in the AppOffline playback & background play
Get App