What if you're a CIO who must manage an IT team that has never known success? Unless you can inspire the uninspired—and cultivate a sense of ownership where "not my job" serves as a stock response to requests for help—you and your teams will never experience the pure adrenaline rush of success. The recent book, Team Turnarounds: A Playbook for Transforming Underperforming Teams (Jossey-Bass), depicts this sort of 180-degree transformation as a work in progress. Authors Joe Frontiera and Daniel Leidl explain how CIOs and other managers must incrementally condition their employees to develop a totally new mindset and "work-ethic muscle," which is similar to how a sports coach will challenge an average athlete to rise above the competition by simply out-studying, out-researching and out-working anyone else. (Appropriately enough, the book includes insights from coaches and general managers from the National Football League, National Basketball Association and Major League Baseball.) The authors are managing partners of Meno Consulting, a team/leadership development consulting firm. For more about the book, click here.
Define Roles and Accountabilities With responsibilities made clear to all team members, a self-policing workplace culture will take hold.
This article was originally published on 04-19-2013