Team: Six Essentials for Building a Productive Team

TEAM

Six Essentials for Building a Productive Team

Brent Eldridge

TEAM

Six Essentials for Building a Productive Team

Copyright ©

2008

Brent Eldridge. All rights reserved. Except for brief quotations in critical publications or reviews, no part of this book may be reproduced in any manner without prior written permission from the publisher. Write: Permissions, Wipf and Stock Publishers,

199

W.

8

th Ave., Suite

3

, Eugene, OR

97401

.

Resource Publications

A Division of Wipf and Stock Publishers

199

W.

8

th Ave., Suite

3

Eugene, OR

97401

www.wipfandstock.com

isbn

13

:

978

-

1

-

55635

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802

-

9

eisbn

13

:

978-1-4982-7455-5

Manufactured in the U.S.A.

Table of Contents

Title Page

Preface

Acknowledgments

Chapter 1: Why Team?

What the Team Wants

How the Team Gets There

What the Team Needs

Chapter 2: Environment

The Duffield Effect

The Cuban Concept

Chapter 3: Camaraderie

Getting on the Same Page

A Change of Scenery

Bringing Back Longevity

Freedom to Fail

Chapter 4: Respect

Looking Out for Each Other

Dealing with Disrespect

A Big Piece of the Puzzle

Chapter 5: Purpose

Who Am I and Why Am I Here?

Setting Goals

Everyone Matters

Chapter 6: Encouragement

The Gas Station Experience

A Counter-Cultural Adjustment

Contagious—One Way or Another

Little Things Mean a Lot

Chapter 7: Celebration

Celebrate to Motivate

Galvanizing a Victory

A Personal Touch

Toasting Cohesiveness

A Final Thought

Appendix A: Strategies and Goals Worksheet 2009

It is with deep gratefulness and love that I dedicate this book to the best home team there is—my wife, Kristin, and our three children, Jacob, Cooper, and Jillian.

Preface

What can you do to build a stronger team? How do you maximize the effectiveness and work ethic of your employees? How can you fight against a high turnover rate among those you oversee? Is a fragmented team keeping your organization from entering into new realms of success? There are foundational things you as a leader can put in place that will create and maintain productive and successful results in your work environment.

I am completely committed to the team concept in the workplace. Obviously, much more can be accomplished by a finely tuned team of people than can be accomplished by one person; but more than that, people thrive when they are in an environment that values a team approach to the task(s) at hand. Establishing and cultivating team dynamics in and among those you oversee will spark a fresh fire of productivity that will be as noticeable as it is enjoyable.

I want to share six principles that when consistently employed will build confidence among your staff and increase levels of productivity as you oversee, empower, and lead your team. These principles will apply across a broad spectrum of applications—executives, administrators, principals, coaches, managers, and pastors, to name a few—and will help you as a team leader to develop a team of people who are highly productive, strong, and unified.

Acknowledgments

I am extremely fortunate to have been positively influenced by many people who have generously poured into my life. Time and words cannot list them all here, but I would be missing a moment of opportunity if I do not mention some of those who have spoken into my life on the importance of effective leadership—Dave Friese and Alan Hamilton, early mentors through my formative years. Thank you both for seeing potential in me early on and taking the time to mentor me. Mark Tatlock, who gave me opportunities to lead throughout my college years, thank you for the time spent building into my life at The Master’s College. Chuck Swindoll, who has been a tremendous source of wisdom and encouragement, thanks for giving me opportunities to flourish under your leadership. Tyler Scott and Jeff Zabel—together we experienced friendship and teamwork at its best during our time together at Neighborhood Church of Castro Valley. And last but certainly not least, my father, Bruce Eldridge, thank you for the wisdom and encouragement you have brought (and still bring) to my life. Your example is the one I have always respected the most.

I would also like to thank several people who have given of their time to see this project to completion. A special thanks to my mother, Kathy Eldridge, who did much of the editing and word smithing. Thanks for putting so much effort into making TEAM a reality. Thanks to Tabitha Teves, Mandy Koski, Butch Monk, and all those at Wipf and Stock for their help. Finally, I would like to thank the team I currently lead as of the writing of this book. Erin Vassey, Ryan Suzuki, Danny Strange, Joe Koski, Paul Keim, Tabitha Teves, and Dani Cromwell, thank you all for the incredible opportunity it has been to team up with each of you.

1

Why Team?

What the Team Wants

Every organization wants to achieve the kind of success that leads to even greater success and every leader wants to guide a successful venture. Leaders with drive want to be surrounded by people who have an overarching desire to expand all boundaries and utilize their talents for the good of the goal. Effective team members see problems as challenges, boundaries as movable, and the synergism of the team as a way to reach their goals. It’s important to note, however, that a group of people working towards a common goal will not necessarily make them a team. They might merely be a group of people working towards a common goal.

The productive dynamic that a team possesses must be pursued with strong resolve and nurtured vigilantly. Finding the magical alchemy that turns a group of people into an effective team can make all the difference between what can be accomplished and what