Maintaining Team Performance by Kim Kanaga

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Between the time a team is launched and the time it delivers results, managers need to know that the team is on course. Whether they have launched a team to achieve a business objective or have inherited a team, they need to monitor effectiveness on an ongoing basis and make course corrections that keep small problems from becoming major disasters.
Monitoring and maintaining team performance is a key element of leading a team. You can provide that leadership by paying attention to four important dimensions: team member effort, team member knowledge and skills, team tactics, and group dynamics. By focusing on those four areas, you can assess your team’s performance, zero in on areas of weakness, and take the corrective measures necessary to ensure peak performance and to deliver expected results.


About Kim Kanaga

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This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared-in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today's leadership and organizational challenges.The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL's mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide.Joan Gurvis is the group manager of Individual Leader Development at CCL’s Greensboro campus. She has overall responsibility for CCL’s Leadership Development Program and Looking Glass Experience. She conducts these and other open-enrollment programs, does research, works with custom clients, and is a certified feedback specialist. Joan holds a B.S.N. from Duke University and an M.S.N. in nursing administration from the University of North Carolina at Greensboro.Gordon Patterson is a senior program associate at CCL’s Greensboro campus. He conducts CCL’s Leadership Development Program, Fundamentals of Leadership, Looking Glass Experience, Coaching for Development, and Awareness Program for Executive Excellence. He has also designed and delivered custom programs. Gordon holds a B.A. in literature from Ohio Wesleyan University.
Published August 17, 2011 by Pfeiffer. 36 pages
Genres: Business & Economics. Non-fiction

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