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Go Team!: Take Your Team to the Next Level Paperback – Jun 18 2007
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About the Author
Ken Blanchard is the co-author of The One Minute Manager, perhaps the best selling business book of all time. His books on leadership have sold millions of copies worldwide.
Alan Randolph is the co-author of the bestselling Empowerment Takes More than a Minute.
Most Helpful Customer Reviews on Amazon.com (beta)
The book is about how to build teams, or what the author calls "next-level teams" which is a hyped version of just "teams." Next-Level Teams are teams that 1) Share information, 2) have clear boundaries, and 3) manage themselves (make decisions). In the first chapter, the author says he will take you through the 3 steps for becoming a next-level team:
Step 1: Begin learning next level skills
Step 2: Accelerate change
Step 3: Master the skills
The book consist of eleven chapters, which are basically 9 chapters plus an introduction and an ending chapter. These nine chapters are three chapters for each step. So for step 1 (Begin learning next level skills) there are three chapters for each of the three skills (share information, boundaries, decisions).
Considering this, chapter two is about "information sharing" in step 1. Then chapter five tells the reader they need to share more information and chapter eight says they need to share even more information. Likewise, chapter three is about setting the boundary for the team and chapter six then talks about need to expand the boundary and chapter nine tells you to expand it further. And... that is basically the whole book. (If you would remove the stories, you could automatically generate part of the book!)
To be fair to the authors, what they write isn't necessarily wrong, it is just fairly shallow. If you have interest in reading about teams, please leave this book in the bookshelf and instead pick up a team book with some substance such as Leading Teams: Setting the Stage for Great Performances or even The Wisdom of Teams: Creating the High-Performance Organization (Collins Business Essentials).
At chapter ten, I sort-of decided to give the book a 2 star review as it wasn't very good but not like wrong. But then chapter eleven, the conclusions, came. I found that chapter totally disgusting and it made me nearly puke over the book. In the chapter the author congratulates the reader to having reached the next-level and tells the reader how they have an advantage because they have read *this* book. If you insist on reading this book, then at least start with ripping out chapter eleven. It was such a turn-off that I'll give it a 1-star review (as Amazon doesn't have a 0-star feature yet).
Here, Blanchard and his coauthors make the case for managers delegating greater responsibility to their subordinates, thereby freeing up more of their own time for higher-level functions. They emphasize that it's still necessary to define clear goals and boundaries for team members, but these can and should be broadened. They also discuss the importance of creating an environment of trust so that information will be shared freely in all directions.
For an excellent in-depth case study of many of these principles, consider reading this together with Ed Catmull's book on what he's learned from running Pixar, Creativity, Inc. (particularly the sections on Brain Trust meetings and the final chapter on Notes Day). And for more exploration of delegation, including some specific tactics, check out Tim Ferriss's The 4-hour Workweek.
I would gladly recommend this seller.
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