Part Three


ARE THOSE WHO WORK for you a real team or merely a group of people who coordinate their individual efforts?

Too many managers overlook the management possibilities of using a team to influence their people. Instead, they focus on building the most effective relationships they can with each person who works for them. They may call their group a team and put up posters extolling teamwork, but they spend their time managing individuals and pay little attention to the collective performance of their people. They rarely use their groups for diagnosis and problem solving, and all too often handle, one-on-one, many problems that clearly affect their people as a whole.

In taking this approach, they're wasting the powerful ...

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