Leading High-Performance Teams for Dummies.

Format:

Book

Author/Creator:

Davis, Shirley.

Language:

English

Subjects (All):

Leadership.

Teams in the workplace.

Business.

Management.

Electronic books.

Physical Description:

1 online resource (370 pages)

Edition:

1st ed.

Place of Publication:

Newark : John Wiley & Sons, Incorporated, 2026.

Summary:

The definitive and accessible guide to building and leading high-performance teams In Leading High-Performance Teams For Dummies, talent and leadership expert Dr.Shirley Davis demonstrates how to unlock your team's full potential at work.

Contents:

Intro

Title Page

Copyright Page

Table of Contents

Introduction

About This Book

Foolish Assumptions

Icons Used in This Book

Beyond the Book

Where to Go from Here

Part 1 Getting Started with High Performance Teams

Chapter 1 Understanding the Science of High Performance

Explaining the Unique Impact of Dopamine, Cortisol, and Serotonin on the Brain

Dopamine: The motivation molecule

Cortisol: The stress regulator

Serotonin: Building trust, well-being, and belonging

Understanding What Motivates High Achievers and Builds Resilience

Optimizing Team Output through These Key Drivers

Sleep

Diet

Exercise/movement

Mindset

Emotional intelligence

Commitment

Chapter 2 Exploring Common Models of Teams

Richard Beckhard's GRPI Model

Goals

Roles

Processes

Interpersonal relations

Diagnosing team issues

Richard Hackman's Five Factor Model

A "real" team

A compelling direction

An enabling structure

A supportive context

Expert coaching

Bruce Tuckman's Five Stages of Team Development

Forming

Storming

Norming

Performing

Adjourning

The T7 Model of Team Effectiveness

Thrust

Trust

Talent

Task skills

Teaming skills

Team leader fit and team support from the organization

Which Model Is Best?

Common Types of Work Teams

Intact teams

Remote/hybrid teams

Project teams

Cross-functional teams

Management teams

Chapter 3 Identifying Key Attributes of High-Performance Teams

Exploring the Role of Shared Leadership

Shared Purpose

Mutual Accountability

Continuous Improvement

Diverse and Complementary Skills

Effective Communication

Defined Roles and Responsibilities

Trust and Psychological Safety

Healthy Conflict Resolution

Agility and Adaptability

Celebration and Appreciation.

Chapter 4 Detailing the Business Benefits of Exceptional Teams

Building Organizational Proficiency

Sparking Innovation and Continuous Growth

Delivering Better Problem-Solving

Making More Informed Decisions

Realizing Positive Customer Service Results

Improving Worker Retention

Part 2 Becoming a High-Performance Leader

Chapter 5 Developing Core Leadership Competencies

Moving from Managing to Leading

Managers control, leaders cultivate

Leaders set the culture

Getting Clear on Purpose and Vision

Purpose

Vision

Developing Your Purpose and Vision Statements

Identify your purpose

Define your vision

Make them actionable

Modeling Integrity and Ethical Decision-Making

Cultivating Trust and Psychological Safety on the Team

Demonstrating Emotional Intelligence and Empathy

Self-awareness

Self-regulation

Motivation

Empathy

Social skills

Chapter 6 Advanced Skills and Strategic Behaviors for High Performance

Mastering Strategic Thinking and Problem-Solving

Providing Feedback, Coaching, and Mentoring

Build trust and a deeper connection

Understand cultural context

Tailor feedback to individual needs

Deliver feedback with clarity and compassion

Make coaching and mentoring a consistent practice

Hold people accountable while inspiring growth

Showing Empathy in Words and Actions

What empathy looks like in leadership

Practical tips for demonstrating empathy every day

Leveraging Artificial Intelligence and Advanced Technology

Understanding AI in the context of leadership

The leader's role in an AI-enhanced workplace

AI for selecting and developing high performers

AI in decision-making and strategic planning

AI and team development

Measuring the ROI of AI in teams

Demonstrating Leadership Accountability Consistently.

Chapter 7 Moving from Being Risk Averse to Risk Ready

Revealing the Key Drivers of Risk Aversion

Fear

Past experience

Lack of trust

Comfort zone

Need for control

Analysis paralysis

Detailing the Consequences of Remaining Risk Averse

Stifled innovation

Reduced agility

Lower employee engagement

Missed market opportunities

Leaders as transformation catalysts

Fostering a Risk-Ready Workplace Culture

Assessing Your Tolerance Level for Risk-Taking

Evaluating the Payoff of Risk-Taking in Organizations

Innovation and competitive edge

Engagement and retention

Financial growth and resilience

Agility and adaptability

Building a learning culture

Behaviors for shifting to risk readiness

Chapter 8 Leading the Team through Change and Transitions

Comparing Change and Transition

Managing Personal Change

Steering the Change-Management Process

Create urgency

Form a powerful coalition

Create a vision for change

Communicate the vision

Remove obstacles

Create short-term wins

Build on the change

Anchor changes in organizational culture

Handing Resistance to Change

The Beckhard-Harris Change Equation

Part 3 Recruiting, Selecting, and Onboarding a High-Performance Team

Chapter 9 Getting Clear on Changing Workforce Demographics and Needs

Becoming More Globally Connected

Seeking More Flexibility in How and Where Work Gets Done

Bringing a Variety of Backgrounds, Perspectives, Experiences, and Identities

Generational diversity

Ethnic and racial diversity

Gender diversity

Other kinds of diversity

LGBTQ+

Neurodiversity

Faith/religious beliefs

A new kind of leader

Reporting More Stress, Burnout, and Disengagement

Insisting on Greater Inclusion, Belonging, and Accessibility

Demanding More Growth Opportunities.

Chapter 10 Sourcing and Selecting Top Talent

Closing Gaps with a Variety of Skills, Experiences, and Perspectives

Technical and functional

Business acumen

Collaboration

Communication

Technology and digitization

Learning agility

Casting a Wider Net to Build a Strong Pipeline of Talent

Universities, colleges, and nontraditional talent sources

Professional associations and industry groups

Early-career platforms and talent communities

Apprenticeships and earn-and- learn programs

Strategic use of search firms and talent partners

Employee referrals that break the mold

Positive employer brand and visibility

Watching for Biases in Selection and Decision-Making

Reviewing Job Descriptions to Ensure Inclusive Language

Use gender-neutral language

Eliminate racial bias

Minimizing bias against older workers

Be inclusive of disabled workers

Lay the groundwork for a more inclusive workplace

Age-specific descriptions

Gender-specific terms

Mentions of race

Religious references

Chapter 11 Orienting and Onboarding New Team Members

Distinguishing between Orientation and Onboarding

Creating a Memorable and Impactful Orientation Program

Rolling out the red carpet (literally and figuratively)

Making orientation personal, not just procedural

Setting clear expectations and offer roadmaps

Fostering belonging from day one

Gathering feedback and continuously improve

Clarifying Roles and Duties

Going beyond the job description

Defining what success looks like

Clarifying "how" as well as "what"

Encouraging dialogue and self-advocacy

Using tools for accountability and support

Defining Your Team's Charter and What Success Looks Like

Sidestepping the Most Frequent Onboarding Pitfalls.

Part 4 Creating and Sustaining a World-Class Culture Where Teams Can Thrive

Chapter 12 Understanding Company Culture and How It's Established

Describing the Key Components of Culture

Values

Norms and behaviors

Attitudes

Detailing the Impact That Culture Plays on Performance and Business Success

Improved employee performance

Enhanced business performance

Viewing Leaders as Thermostats: The Role of Leadership in Setting the Tone

Chapter 13 Identifying and Addressing Work Culture Challenges

Diagnosing the Current State of Your Team Culture

Rituals and ceremonies

Stories and myths

Heroes

Symbols and artifacts

Language

Presenting the Culture Spectrum

The Red Zone

Silence

Fear and retaliation

Power and privilege

Excuses and enabling

Exclusion

Inaction and complacency

The Green Zone

Open dialogue and open door policy

Trust and respect

Principle

Empowerment

Belonging and inclusion

Swift action and high performance

Costs of a toxic work environment

Turning a Toxic Team Environment into a Positive and Inspiring One

Locate the source

Acknowledge and address the problem

Foster open communication and transparency

Implement clear expectations

Provide ongoing mentoring and improvement

Overcome workplace silos

Chapter 14 Promoting Mental Health and Well-Being on the Team

Describing the Current State of Global Mental Health

The hidden costs of ignoring mental health

The disproportionate impact on vulnerable populations

Assessing How Stigma Influences Productivity, Innovation, and Team Dynamics

When ignoring mental health backfires

The ROI of mental health investment

Implementing Team Practices for Camaraderie, Trust, and Mutual Support

Adopting Flexible Approaches to Work-Life Integration.

Evaluating the Mental Health Needs of Leaders and Their Ripple Effects.

Notes:

Description based on publisher supplied metadata and other sources.

ISBN:

1-394-35663-3

9781394356638

OCLC:

1564376280