Lead any team to win : master the essential mindset to motivate, set priorities, and build your own dynasty / Dr. Jason Selk and Tom Bartow with Matthew Rudy.

By: Selk, Jason [author.]
Contributor(s): Bartow, Tom [author.] | Rudy, Matthew [author.]
Language: English Publisher: New York, N.Y. : Hachette Go, 2020Edition: First trade paperback editionDescription: xii, 223 pages ; 22 cmContent type: text Media type: unmediated Carrier type: volumeISBN: 9780738234915Other title: Lead any team to win [Spine title]Subject(s): Organizational behavior | Teams in the workplace -- Management | Success in business | LeadershipDDC classification: 658.4022
Contents:
Introduction: what makes teams great ; Part I: consistent winning ; Channel capacity: why less is more ; Managing expectations: trust or suspicion ; Self-evaluation: the genesis of all improvement ; Part II: playoff level ; Turning team chemistry into team cohesion ; It's okay to disagree: just don't be disagreeable ; Developing the no-victim mentality ; Part III: dynasty level: rarefied air ; Talent: selection and development ; The attack mentality: "attack, always attack" ; Adjustments: what, when, and how ; Epilogue ; Notes ; About the authors ; Index
Summary: In Lead Any Team to Win, Selk and Bartow show how it takes collective mental toughness to win, developed only through a clear understanding of the goals, limitations, roles and personalities on your team. Great leaders respect and embrace channel capacity, Selk and Bartow explain, which means they don't overload their teams with blizzards of tasks and responsibilities. They bust the "focus" and "relationship" fallacies, as those words are meaningless for teams unless they are byproducts of activities that really matter. And Selk and Bartow teach how to manage expectations, since doing so creates a level of respect between the leader and the team--and among the team members--that is a catalyst for peak achievement.
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SUBJECT REFERENCE 		658.4022 Se4877 2020 (Browse shelf) Available CITU-CL-53334
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Dr. Jason Selk is one of the premier performance coaches in the United States, with dozens of professional athletes and Fortune 500 executives as his clients. As the Director of Mental Training for Major League Baseball's St. Louis Cardinals, Dr. Selk helped the team win two World Series championships, in 2006 and 2011. He is a regular contributor to Forbes, ABC, CBS, ESPN and NBC, and has been featured in USA Today, Men's Health, Muscle and Fitness, INC., and Self magazines.

Tom Bartow left a successful career as a college basketball coach to become one of the highest-producing financial advisors in Edward Jones's history. He went on to help American Funds's Capital Income Builder fund nearly triple in value. Since then, he has become one of the most creative and sought-after business coaches in the world, specializing in helping companies and individuals excel in times of adversity.

includes bibliographical references and index.

Introduction: what makes teams great ; Part I: consistent winning ; Channel capacity: why less is more ; Managing expectations: trust or suspicion ; Self-evaluation: the genesis of all improvement ; Part II: playoff level ; Turning team chemistry into team cohesion ; It's okay to disagree: just don't be disagreeable ; Developing the no-victim mentality ; Part III: dynasty level: rarefied air ; Talent: selection and development ; The attack mentality: "attack, always attack" ; Adjustments: what, when, and how ; Epilogue ; Notes ; About the authors ; Index

In Lead Any Team to Win, Selk and Bartow show how it takes collective mental toughness to win, developed only through a clear understanding of the goals, limitations, roles and personalities on your team. Great leaders respect and embrace channel capacity, Selk and Bartow explain, which means they don't overload their teams with blizzards of tasks and responsibilities. They bust the "focus" and "relationship" fallacies, as those words are meaningless for teams unless they are byproducts of activities that really matter. And Selk and Bartow teach how to manage expectations, since doing so creates a level of respect between the leader and the team--and among the team members--that is a catalyst for peak achievement.

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