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Full download Build Great Teams: How to Harness, Create, and Be Part of a Powerful Team American Library Association file pdf all chapter on 2024
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Copyright © 2021 by the American Library Association
Cover and internal design © 2021 by Sourcebooks
Cover design by Krista Joy Johnson
Sourcebooks, Simple Truths, and the colophon are registered
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All rights reserved. No part of this book may be reproduced in any
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Published by Simple Truths, an imprint of Sourcebooks
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Contents
Front Cover
Title Page
Copyright
Introduction
Week One
Week Two
Week Three
Week Four
2: Recruiting
Week One
Week Two
Week Three
Week Four
3: Narrowing
Week One
Week Two
Week Three
Week Four
4: Interviewing
Week One
Week Two
Week Three
Week Four
5: Blending
Week One
Week Two
Week Three
Week Four
6: Foundations
Week One
Week Two
Week Three
Week Four
Week One
Week Two
Week Three
Week Four
8: Resolutions
Week One
Week Two
Week Three
Week Four
9: Actions
Week One
Week Two
Week Three
Week Four
Week One
Week Two
Week Three
Week Four
Week One
Week Two
Week Three
Week Four
Week Two
Week Three
Week Four
Back Cover
Introduction
Let’s get one thing straight—you do not own your team. They are
individuals coming together under your leadership for a temporary
period, and you’re just privileged to be currently directing their work.
Apart, your team members possess traits and skills that are unique
to their training, background, and attitude. Together, they comprise
an impressive and potentially effective group of people whose value
to your organization is exponentially greater than that of its parts.
Under your direction, the impact of that value is limitless.
If you’ve been fortunate enough to have eaten at the table of a
Depression-era friend or family member, you may be familiar with
Graveyard Stew. My grandmother, a Finnish immigrant, could turn
water into wine after all those years of making do with very little.
Anything and everything handy at dinnertime went into the
Graveyard Stew pot, and (in spite of its depressing name) what
came out was somehow pure heaven. I think of her stew when I
think of blending people into outstanding teams.
Think of the goals your team has most recently accomplished and
consider your most outstanding employee. Could she or he have
accomplished it alone? Doubtful, you have to admit. Your team was
a success, and it’s up to you to make sure that continues! Certainly
now, with your dedication to improvement, it will be, since you have
such a diverse and respected staff to work alongside.
Week Three
The Setting
Now it’s time to think about where everything happens. What’s it like
to be where your team works?
At the online retailer Zappos, according to Carmine Gallo, everyone
truly loves coming to work. Their CEO outlines five basic reasons for
his company’s positive culture:
1. Everyone, from customers to employees, is treated like family.
2. They hire for a cultural fit. Without ignoring skills and abilities, supervisors
consider personality, friendliness, and passion when selecting new employees.
3. Managers trust their teams. Simple as that sounds, it’s too often untrue.
4. Everything is shared. Decisions are open, information is available, and
employees are kept in the loop.
5. Staff are encouraged to have fun. The relaxed, supportive atmosphere is a
result of the culture and translates into success for the organization.
Every team will lose members from time to time. What should you
do first? I’d recommend you get out a piece of paper and number it
one through three.
1. Consider what work will not get done once your employee leaves. It’s no
secret that over the years, some staff members will create enough work to fill
their paid hours, whether that work is really key to the organization’s mission
or not. Make sure that when the task list you create is complete, it truly
reflects a viable position. Don’t fill hours; fill work.
2. Imagine what tasks you want the person in this position to do that haven’t
been done before. Now is your chance to build them in as expectations and
not just blind hope. Perhaps customer needs have evolved to a point where
new programs or services would be appreciated. Now is the perfect time to
build them into performance expectations and standards.
3. Think of the personality of the team and what skills a new person should
have to make it stronger.
When you’ve finished this exercise, you will have begun to craft a
new perspective on what might just be an outdated job description.
You will also have created a personalized gap analysis that will direct
the rest of your and your hiring team’s decision in how to fill (or not
fill) this position.
Week Two
Throwing the Net
When you’re ready to cast your net, throw it wide and look for
people who can enrich, broaden, stretch, and differentiate your
team. So how do you attract that variety? Let’s talk a bit about the
job ad you’re about to write.
What’s the first rule of advertising your opening? Don’t use the
ad your team has always used. If it truly describes the person
you are seeking, then go ahead and get some more mileage out of
it.
Once you’ve written the part of your ad that describes the team
and the job, you’ve got one more decision to make. Other than an
application or résumé, what else could you ask for? It has to be
something that’s going to make a difference in what you know about
the applicant!
As long as you ask questions that truly reveal a person’s
knowledge, skills, abilities, and background, you’re going to learn
things that will really, truly matter. While some people might
characterize these pieces of the package as barriers, I say bring
them on!
Now comes the important part. You have envisioned and described
the perfect team position you now have the chance to fill. You’ve
written a creative and compelling ad. Now place it where the people
you’re seeking will find it! There’s still more work to do before the
responses start coming in, but at least when they do, both you and
they will be in the right ballpark.
Week Three
The Hiring Team
Any day now, all those application materials are going to start
flowing into your HR office. But you’ve still got a lot of work to do
before you can begin to sort through all that information. Namely,
you have to get your hiring team in place!
Involving other staff members on a hiring team can be almost like
teaching a course in teamwork. Think of the elements of blending
that you can highlight through this process. You can emphasize
existing team members’ strengths and weaknesses and recognize
openly that it’s okay to have both. Together, you can identify the
core skills and contributions that will strengthen your team so that
once you’ve found them, an initial level of respect and appreciation
will already exist. And perhaps most importantly, you can grow
leadership qualities and skills for all involved by coaching them to
develop openness, communication, and decision-making skills.
If this sounds like a lot of work, then you’re paying attention. It is
and should be a considerable process to seek, identify, evaluate, and
select a new member of your team. Involve your team and you’ll be
building foundational synergy that will move you all forward—
together.
Week Four
The Right Foot
Since you’re in charge of your own hiring story, you can write a
better one. The following steps, which have actually been used by
organizations for some time, might get your ideal candidate list and
your imagination going.
1. Respond immediately to the receipt of an application with a message that
doesn’t just acknowledge that you got it but conveys excitement.
2. Continue open, formal, or informal communication (depending on your
culture) that keeps the applicant apprised of the process and progress.
3. Review the applicant materials quickly and notify the sender if parts are
missing. Don’t eliminate just yet for such errors, do so later if it is a close call.
4. Describe the interview experience completely ahead of time.
5. Communicate in writing the timeline of your decision-making following the
interview.
6. Keep your options open. Don’t ever tell a candidate they did not get the job
until the one who did get it signs on the dotted line.
7. Emphasize that it’s not appropriate for anyone involved in hiring to discuss
any part of the process outside the hiring team.
— Huuu uu tsi!
Niin pruukas yks vanha faari sanua. Ja se faari oli viisas miäs.
— Ensin tästä!
Ei kuulu mitää.
Emäntä itköö ja kun isäntä samas tuloo ovesta, niin alkaa oikeen
kamalasti frääsööttämhä kun:
— Tua piika hullu on niin kamala, jotta paiskoo mua luuralla, eikä
pese, kun mun pitää täs yksin kaikki tehrä jott'oikee katketa — — —
Ja sitte keitethin kaffipannu ja isäntä lupas kurmoottaa piikaa kun
se tuloo.
— Pysykkö siälä!
Niin että:
Sielä oli yhyres taloos leivottu jo nelijättä päivää ja emänt' oli aiva
katketa, kun ei yölläkää saanu nukkua ku aina vaa piti nosta
kattonahan juurihulikkaa.
Ja siltäki oli yhtenä yönä juosnu hulikka ylitte, ja juuri menny pitkin
laattiaa, niijotta ku piika-Manta aamupimees tuli ylisängystä alaha, nii
jalaka lipsahtiki ja Manta meni luistaan istuallansa takanloukkohon
asti. Ja kiljuu ja krääkyy n'otta koko taloonväki huomaatti.
Ja vaikka valakia oli tarttunu uunin hiilistä, niin trenki junkkari vain
intti, jotta Mantan häntä oli ottanu valakian jo aamulla, kun se
lasketteli istuhallansa.
PLUMPÄRIN PAATIN PAIKKOO.
Nyt s’oli rannalla ja makas pohja ylhäppäi. Mutta sen pohjaha oli
ilmestyny sellaasia reikiä, että Plumpäri aiva hämmästyy ja rupes jo
funteeraamha, että eikhä tua peijakas vuara? Ku molemmat nyrkit
sai pistää yhrestäki reijästä sisälle ja toiselta pualelta mahtuu
Plumpäri pistämhä päänsä reijästä sisälle. Eikä trengänny hattuakaa
ottaa pois.
Ja joka kerta kun Plumpäri sitte huamenna niisti nenäänsä, nii sitä
kovasti nauratti ku se näki sen solmun. Sanooki jotta:
— Muistinpas!
— Mitäs mä ny teinkään?
FLIKKA PRUNNIS.
Prunni oli runnisti kolomia syltä syvä, mutta onneks’ oli vain nuan
kyynärän verta vettä pohjas.
Vasta tuas viiren aijoos, kun isäntä tuli portahille, kuuli se uikutesta
prunnilta päin ja harppas kathon. Tunti sen flikan sinne prunnin
pohjaha ja voi kun se suuttuu!
Ja kun kaikki täm' oli tehty, niin pani isäntä kannun ja potun
piirongin klaffihi ja avaammen housunplakkarihi.
Isännästä tuntuu justhi niin ku parin viikon päästä tulis taas joulu.
Yskäki rupes ittestänsä antoho perähä sitä mukaa ku se isännän
joulu siälä piirongin klaffis lähestyy.
Oli sitten sen joulun auttu ja isäntä oli niin töpinäs huamisesta
päivästä, n'otta tuskin unta sai. Se kääntyyli ja kiakkas ku pistoksis.
Mutta nukkuu kumminki lopuksi ja näki ihania unia. Massutteliki
unisnansa suutansa, ähkyy ja pyhiiskeli huuliansa. Ja emäntä
selvästi kuuli ku se puhalti ja sanoo, että:
— Olipas se tulista!
Ja taas ähkääsi.
Silloo töyttäs emäntä isäntää kylkehe että:
— Oo siinä honajamata!
— Mikä s'oli?
Isäntä ensiksi tointui, kompuroi pystyhyn ja kopelootti
ympärillensä; se haki muurinottalta tulitikkulooran, kraapaasi ja
kattoo, niin emäntä istuu hiukset hassalla laattialla ja oli aiva ku
porsas naamasta. Ympäri muatua oli pruunia märkiä plättiä samoon
ku isännälläki. Olivat kun siansangoolla käynehet.