Tony Llewellyn

The Team Coaching Toolkit

This book is about the ‘how’ of managing behavioural change in project teams.  Much of the project management literature published over the last five years urges the reader to become better leader by improving their soft skills. Few books however actually explain how to apply a people-oriented approach in practice. This book fills the gap, setting out a wide range of step-by-step exercises to use with groups that will specifically help to shape and maintain the desired behavioural norms.
The book provides 55 tools and techniques, aligned with a model of team coaching derived from scientific literature on team performance as well as the author's own extensive practice and research. Each tool sits within one of five layers or stages of team development. In order to provide the reader with some context, the book will have two preliminary chapters. The book is also supported by a website with additional resources.
Tony Llewellyn has worked in the major project space for 35 years, most recently focused specifically on behavioural change in groups. In his discussions with project managers he has found a consistent desire to understand how to put the theories of human team dynamics into practice. Here he shares the tools that he has developed and explains them in a way that is both theoretically credible and practically useful.
218 halaman cetak
Publikasi asli



    Bagaimana pendapat Anda tentang buku ini?

    Masuk atau Daftar


    Руслана Тесленкоmembuat kutipan2 bulan yang lalu
    whether groups of people work together effectively, or simply drift through their working lives waiting for something better to happen?
    Jens Kristiansenmembuat kutipantahun lalu
    Figure 1 – The foundation layers of an effective team
    Figure 1 identifies many of the features of an effective team. The people engagement processes can be grouped into metaphorical blocks which can then be used to build the team’s commitment and accountability. These blocks form the foundation stones upon which strong teamwork is built. Like the foundations of a building, they are out of sight and therefore invisible to the uneducated eye. We know that it may be possible to assemble a wooden shed upon some hardened ground, but if we want to build something bigger that needs to survive unstable ground conditions then good foundations are essential.
    Early assessment of a range of systemic factors enabling a leader to understand the influences imposed on the team by the cultural and social conditions in which the team will operate.
    Setting up the team to establish the desired behavioural norms. Includes the activities and processes that have been found to be critical in building motivation, stability and interdependence.
    Sets the mechanisms for the effective interaction between team members and with those in the team’s periphery.
    Activities that will support and sustain the team through periods of difficulty. Builds trust within the team and sets up the protocols needed to withstand the pressures of unplanned and adverse changes.
    Learning and improvement
    Developing the habit of periodically reviewing what the team has recently achieved, what has worked well, and what can be improved in the next iteration.
    Table 1 – The foundation layers of the team building process

Di rak buku

    Semenova Elena
    • 111
    • 2
    Miodrag Vujkovic
    • 37
    • 1
    Camilla Bækkelund Sørensen
    • 19
Seret dan letakkan file Anda (maksimal 5 sekaligus)