The17IndisputableLawsofTeamwork.pdf

The 17 Indisputable Laws of

Teamwork

Embrace Them And Empower Your Team

About the Author

Author:

Publisher:

Date of Publication:

2001

ISBN: 0785274346

No. of Pages:

265 pages

pages

John Maxwell

The Big Idea

In 1985, founded The

INJOY Group, a collection of three

distinct companies that employ 200

people and provide resources and

services that help people reach their

personal and leadership potential. In

addition to building a successful

organization, John has authored

more than thirty books, including the

New York Times best sellers

John Maxwell

Building a winning team is a process. Here are guiding laws for

any type of organization, group, or family, based on the principle

that teamwork is essential in any great human endeavor.

Whether you're a leader or a member, these laws will definitely

have a positive effect on you, your team, and your life!

The 21

Irrefutable Laws of Leadership

Failing Forward.

and

Called the nation's foremost expert on

leadership, John was born in central

Ohio five and a half decades ago. He

credits his excellent leadership

instincts and his early leadership

training to his father, Melvin Maxwell,

whom he followed into the ministry.

For over twenty-five years, John led

churches in Indiana, Ohio, and

California.

In 1995, John began dedicating

himself full-time to writing, speaking,

and consulting. Each year he speaks

live to more than 350,000 people.

Known as a dynamic communicator,

he is in high demand on the topic of

leadership, and he speaks to many

American corporations and

entrepreneurial organizations.

John has earned bachelor's,

master's, and doctoral degrees and

has also received five honorary

doctorates. He lives in Atlanta,

Georgia.

Two of John's favorite books are

CHAPTER 1: The Law of Significance

One is too small a number to achieve greatness.

Throughout human history, whatever the endeavor, great

individuals still had teams of people supporting them along the

way.

Key Thoughts

Teamwork is the heart of great achievement.

Teams involve more people, thus affording more

resources, ideas, and energy.

Teams benefit frommultiple perspectives.

People still want to do things by themselves because of:

"Spinning more plates doesn't increase your talent, it

increases your likelihood of dropping a plate." To achieve

something really big, let go of your ego, and get ready to be part

of a team.

How

to Win Friends & Influence People

As a Man

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by Dale Carnegie, and

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Thinketh

John Maxwell

Thomas Nelson, Inc.,

265

CHAPTER 1: The Law of Significance

1. Ego.

The 17 Indisputable Laws of Teamwork by John Maxwell

2. Insecurity.

Secure leaders give power to others. Insecure leaders fail to build

teams because:

They want tomaintain total control

They fear being replaced by someonemore capable

Some people simply underestimate the difficulty of achieving big

things. As a result, they try to go it alone. In some cases, like on a mountain trek, this

decision can be fatal.

4. Some people aren't very outgoing and don't think in terms of

teambuilding. It never occurs to them to enlist others to achieve something.

Temperament.

CHAPTER 2: The Law of the Big Picture

The goal is more important than the role.

If you think you are the entire picture, youwill never see the big picture.

As in sports, individual accomplishments help the ego, but only good teams win

championships.

Howdo people start to become amore unified team?

1. Look at the big picture. You need to have a clear vision or goal. Leadersmust

communicate this vision to the team members. People on a team will work

together only if they seewhat they'reworking toward.

2. Size up the situation.

3. Line up the needed resources. (Equipment, facilities, funding, etc.)

4. Call up the right players.

5. Give up personal agendas.

6. Step up to a higher level. This means subordinating your role for the team's

success. Former US president Jimmy Carter did this when he joined Habitat for

Humanity, working alongside other volunteers. When you see the big picture

clearly, you serve the teammore quickly.

CHAPTER 3: The Law of the Niche

All players have a place where they add the most value.

One good example of The Law of the Niche is US Secretary of State Colin Powell. As

the United States' first African-American Secretary of State, he had an impeccable

track record of service to his country as an army soldier, officer, a four-star general, a

deputy national security adviser, then as the national security adviser, and the

youngest chairman of the US Joint Chiefs of Staff. When the time came to select a

person for the job of Secretary of State, there was no question as to who should fill

the position. President Bush chose well in asking Colin Powell, giving his team

greater credibility with a constituency that was less inclined to trust them. This

example shows us that when the right team member is in the right place, everyone

benefits.

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3. Naiveté.

CHAPTER 2: The Law of the Big Picture

CHAPTER 3: The Law of the Niche

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The 17 Indisputable Laws of Teamwork by John Maxwell

What happens when one or moremembers are in thewrong position?

1. Morale erodes.

2. Progress comes to a halt.

3. The competition takes advantage.

4. The team fails to realize its potential.

Having the right people in the right places is essential to team building. A team's

dynamic changes according to the placement of people:

The Wrong Person in the Wrong Place =

Regression

The Wrong Person in the Right Place =

Frustration

The Right Person in the Wrong Place =

Confusion

The Right Person in the Right Place =

Progression

The Right People in the Right Places =

Multipl cation

To be able to put people in the places that utilize their talents and maximize the

team's potential, you need three things:

1. In terms of vision, purpose, culture, and history.

2. Whether the team is at a stage where it

needs fine-tuning or building from the ground up.

You must know the players.

Evaluate each person's skills, discipline,

strengths, emotions, and potential.

Guidelines for finding your niche:

Be secure. In order to grow, youmust be flexible and open to change.

Get to know yourself. Spend time reflecting on and exploring your gifts. Ask

others for feedback. Remove your personal blind spots by identifying those

weaknesses.

Trust your leader. Agood leader moves you in the right direction. If you can't

trust your leader, you are on thewrong team.

See the big picture. Your place on the team only makes sense in the context

of the big picture.

Rely on your experience. Learn frompast failures and successes. When you

discover what you aremade for, your heart sings.

One fine example of this law is the US military. This organization relies on matching

the right people to the right places, if there is a breakdown in that structure, the result

can be disastrous.

Aplace for everyone and everyone in his palce.

How toGet OnTrack:

If you see you are not in the right place, make a transition to your niche.

Create a transition plan and timetable.

If you have no idea what you should be doing, then do some research. Try to

articulate your life's purpose. Try new things, and gain experience.

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Youmust know the team.

You must know the situation.

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The 17 Indisputable Laws of Teamwork by John Maxwell

For leaders, after you know who belongs where, motivate people by

stretching them out of their comfort zones. This is how they will reach

fulfillment and understandwhat they are truly capable of achieving.

CHAPTER 4: The Law of the Mount Everest

As the challenge escalates, the need of teamwork elevates.

Listen to the wise words of Sherpa Tenzing Norgay, who reached the summit of

Mount Everest with EdmundHillary in 1953:

"You do not climb amountain like Everest by trying to race ahead on your own, or

by competing with your comrades. You do it slowly and carefully, by unselfish

teamwork."

Howdo you accomplish your own Everest?Ask yourself:

1. What ismy dream?

2. Who is onmy team?

3. What shouldmy dream team look like?

Your teammust be the size of your dream.

But remember to focus on the team, and not the dream. When you focus on the team,

the dream takes care of itself.

Type of Challenge Type of Team Required

New Challenge Creative Team

Controversial Challenge United Team

Changing Challenge Fast and Flexible Team

Unpleasant Challenge Motivated Team

Diversified Challenge Complementary Team

Long-Term Challenge Determined Team

Everest-Sized Challenge Experienced Team

When the team you have doesn't match up to the team of your dreams, then you

have only two choices: Give up your dream, or growup your team.

How toGrowaTeam:

1. DevelopTeamMembers. Determinewhat

they need based on the following:

Enthusiastic beginner needs direction

Disillusioned learner needs coaching

Cautious completer needs support

Self-reliant achiever needs responsibility

2. Add Key TeamMembers

3. Change the Leadership. The challenge of

themoment often determines the leader for

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CHAPTER 4: The Law of the Mount Everest

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The 17 Indisputable Laws of Teamwork by John Maxwell

that challenge.

4. Remove IneffectiveMembers

Sometimes challenges are thrust upon a team, and there is no choice but to do the

best you can. Such was what happened to theApollo 13 mission. The survival of the

astronauts depended on the highest level of teamwork in NASA's history. The

challenge involved getting the command and lunar modules on the quickest course

home, while conserving the most important consumables on board like power,

oxygen and water. Threemen's lives were on the line. In this situation, failure was not

an option.

Each time NASA's massive team faced an obstacle that threatened to leave the crew

stranded in space, their pooled ingenuity, inherent tenacity, and incredible

cooperation enabled them to overcome it.

CHAPTER 5: The Law of the Chain

The strength of the team is impacted by its weakest link.

In 1989, the oil tanker Exxon Valdez, ran aground Bligh Reef on Prince William

Sound. The oil slick cost billions of dollars in damages and cleanup operations, not to

mention the lives of thousands of seabirds, sea otters, harbor seals, eagles, and

whales. The cause: a weak link in the ship's chain of command. Adrunken, negligent

Captain ignored company policy, caused discrepancies in navigation, and left his

overworked, fatigued Third Mate on the bridge. The result was one of the greatest

environmental disasters in the history of Alaska. The Exxon company faced a public

relations nightmare and enormous financial obligations.

Your Team is Not For Everyone

1. Not everyonewill take the journey

2. Not everyone should take the journey

3. Not everyone can take the journey

Howdo you recognize peoplewho fall into this category?

They can't keep upwith other teammembers.

They don't grow in their area of responsibility.

They don't see the big picture.

They won't work on personal weaknesses.

They won't work with the rest of the team.

They can't fulfill expectations for their area.

Several thingsmay happenwhen aweak link remains on the team:

1. The stronger members identify theweak one.

2. The stronger members have to help theweak one.

3. The stronger members come to resent theweak one.

4. The stronger members become less effective.

5. The stronger members question the leader's ability.

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CHAPTER 5: The Law of the Chain

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