High Ten. Martin Rooney
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Название: High Ten
Автор: Martin Rooney
Издательство: John Wiley & Sons Limited
Жанр: Банковское дело
isbn: 9781119806172
isbn:
– Matthew Driscoll, Head Coach, University of North Florida Men’s Basketball, winningest coach in program history, three-time ASUN Coach of the Year
“I've coached teams from four different nations and culture is the most important step in building a team. If the team is not on the same page culturally, working together toward a common goal is extremely hard. Let Martin's book help you find the Keepers and lose your Vultures.”
– Todd Hays, Olympic Silver Medalist, Coach to 6 Olympic Medalists and 13 World Championship Medalists, Head Coach Bobsleigh Canada
MARTIN ROONEY
AUTHOR OF COACH TO COACH
HIGH TEN
AN INSPIRING STORY ABOUT BUILDING GREAT TEAM CULTURE
Copyright © 2021 by Martin Rooney. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
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Library of Congress Cataloging-in-Publication Data
Names: Rooney, Martin, 1971- author. | John Wiley & Sons, publisher.
Title: High ten : an inspiring story about building great team culture / Martin Rooney.
Description: Hoboken, New Jersey : Wiley, [2021] | Includes index.
Identifiers: LCCN 2021011332 (print) | LCCN 2021011333 (ebook) | ISBN 9781119806165 (hardback) | ISBN 9781119806189 (adobe pdf) | ISBN 9781119806172 (epub)
Subjects: LCSH: Corporate culture. | Personnel management. | Mentoring. | Coaching (Athletics).
Classification: LCC HD58.7 .R665 2021 (print) | LCC HD58.7 (ebook) | DDC 658.4/022—dc23
LC record available at https://lccn.loc.gov/2021011332
LC ebook record available at https://lccn.loc.gov/2021011333
Cover Design: Wiley
Cover Image: © PremiumVector/Shutterstock
To the great Dr. Rob Gilbert, who taught me the best person on the team is the best person for the team.
Foreword
Bottom line – great leaders focus on establishing great cultures! In High Ten, Martin Rooney tells an inspiring story about how to build a great team with a great culture, and he shares lessons and insights that will work anywhere: at home, in the military, on sports teams, or in corporate America. In the Army, our leaders are expected to provide purpose, direction, and motivation to their soldiers, and as commanders they are explicitly responsible for the culture of their units. But the very best commanders find a way for those in the unit to also “own” the culture – so it's everyone's responsibility. Martin drives this point home and then some.
Throughout my Army career, I've learned and observed that when building a culture, the foundation is character and values. These are essential to building trust, which leads to cohesive teams. Teams where people feel like they are part of something, not just in something. Teams that are loyal to one another and also to their values. Teams that are disciplined and whose standards exemplify excellence, and they hold one another accountable in meeting or exceeding those standards. Doing otherwise would be an acceptance of mediocrity, and that doesn't equate to winning on the battlefield, playing field, or in life. Strong cohesion also results in extraordinary resiliency, and teams that are able to absorb tough blows and bounce back even stronger. We all know what it's like to be on a great team with a great culture because it is enjoyable, rewarding, and they win. In High Ten, Martin reinforces all of these lessons and more through a story where two teams – one athletic and one business – grow from good to great by focusing on their culture.
While I was serving as the Commandant of Cadets at the United States Military Academy, our primary and enduring focus was on developing leaders of character. For any future leader, there's much to learn in this book, from appreciating why people are the centerpiece of your culture to ways to empower your people and reap the value of their initiative to understanding and leveraging the “3 Bs” of culture – Beings (who we are), Beliefs (what we stand for), and Behaviors (how we do it) – and, finally, to recognizing the indicators of good culture. Leaders will also learn the significance of “Culture Crusaders,” who perpetuate the culture, and to deeply examine their “Culture Custodians,” coveting the “Culture Keepers” and rooting out the “Culture Vultures.” As I read this book, I highlighted numerous passages, took notes, and reflected on my own efforts СКАЧАТЬ