Training keeps people sharp. Problem-solving, and decision making are a few of the things people must learn. Training is the mother of consistency. People do not see the training rather the outcome, but the training is necessary for the right outcome. Group spirit — when this exists, people will work harder and longer because of their comrades. An atmosphere where care a Selection — it matters who is on the team. An atmosphere where care and concern exists.
The best leaders create this environment. May 14, Jeremy rated it it was ok Shelves: leadership. This was good but felt overly broad. I'm thankful Miller followed up with a series of books to unpack the pillars of talent, skills, and community. I did like the unpacking at the end of the different structures of teams.
Nov 18, Kathleen Duncanson rated it it was ok Shelves: Too much fluff. Maybe because my team is already way beyond this info and I needed something more. Feb 15, Angie Laski rated it it was amazing. Really good book, it teaches you how to work as a team, understand your co-workers and situations they maybe going through and be a good leader by edifying problems and qualities on team members. Jun 13, Taylor Walburg rated it really liked it. Simple framework on the power of teams built on a narrative.
Interesting presentation. Great content. Nov 29, Conrad Toft rated it liked it. I normally enjoy the teaching from story style but it just felt forced here. A four-page note could have given the same information. Jan 12, Murtuza added it. Feb 23, Martina McGowan rated it it was amazing. How do you make the transition from knowing to doing?
How do you take your group from doing ho-hum, "good enough for government" work to a unit willing to pursue the best in themselves and in each other? Talent, skill and community, Miller tells us is what makes great teams great.
The focus first must be on leadership Authentically caring about the people in your charge, as a leader is vital. Knowing who you, and what you are not, what you know and can do, and what you cannot are important aspects of leading yourself, even before you worry about leading someone else.
These are also important first steps in building a vital, vibrant and integrated team. Great leaders and great teams don't just "drift" into existence, to use Mark's phrase. These teams and leaders focus consistently on developing and seeking out talent, honing new and old skills, and building a sense of community that makes a loosely associated group of people into a well-oiled, high-functioning, high-performing unit.
The team is everyone's business and job Every person on the high-functioning teams hold first degree accountability for the team's successes and failures. Everyone on the team is on the lookout for fresh talent within and without to improve the team. One of the best interactions in the book is with a pit crew boss. He can already see some rudimentary skills in one of his young guys that may translate into being a great driver. He can only see this because he is paying attention, he knows his people.
Everyone on the team is working to get better, both as individuals players, and as a unit. Everyone wins and loses together, and each of these events is important as learning and growth opportunities. Everyone is working to become the best version of themselves. Everything matters. Everyone matters. Great teams don't just appear, they require hard work and dedication; but dedication to the right things. This is an important read for teams and leaders who are struggling, for new leaders, and some new wrinkles in how seasoned leaders think about team building.
Mark Miller takes a page from Aristotle's book and opens his story by noting that if we want to know what makes a team exceptional, we should begin by studying exceptional teams. He then proceeds to do so with a series of case studies from a variety of fields, showing how the same fundamental principles apply in each of them even if the terminology varies somewhat.
First is selecting the right people to make up the team, who Mark Miller takes a page from Aristotle's book and opens his story by noting that if we want to know what makes a team exceptional, we should begin by studying exceptional teams. First is selecting the right people to make up the team, who have the potential to fill the complementary roles required.
Second is actualizing the potential of each individual team member through training or practice, leading to continual growth in their level of skill. The third is actually an integration of the first two, finding how each person fits into the team and practicing working together toward a common end. Interestingly, all three of these principles have their counterparts in Aristotle's Nicomachean Ethics, so I guess Miller cribbed several pages from him!
Miller examines them all from multiple angles and gives several terms for each, so you can pick the ones that resonate with you and will be easiest to remember.
He ably applies this integrative method of thought to exceptional teams, but the method itself may be of even greater value to the observant reader. The only reason I don't give this a full five stars is that, while I think his basic approach here is excellent, his execution, though quite good, could have been improved upon in some areas.
His discussion of enlightened self-interest was most welcome, for instance, but could be even better in some ways. Still, on the whole I would definitely recommend this book to anyone interested in the subject. Jan 13, William "Spig" rated it really liked it. I consider Mark Miller to be a personal mentor. I can feel Ken Blanchard's integrity and love for leaders really come through is the short easy read book.
I love the format of telling a story while teaching. I really grasp and can find myself comparing and looking to apply the great teaching in The Secret. Thanks so much for writing this book. My favorite thing are some of the great questions the book challenges the main character with. What is the purpose of your team? Also the explanation of "Heads up time vs.
Heads down time" for leaders - vision vs. Leaders cannot delegate vision. I am a Naval officer who just left command of a carrier based squadron and I hope that the Navy allows me to get back to command. Aug 26, Chris rated it liked it Shelves: , Good reminders: Effective leaders bring and energetic mix of urgency and optimism. The secret of teams, according to the authors, is threefold: 1 talent, 2 training and 3 teamwork. Talent means selecting the right people.
As Collins would say, "do what you have to do in order to get the right people on the bus and in the right seats. Team building means focusing on the com Good reminders: Effective leaders bring and energetic mix of urgency and optimism. Team building means focusing on the community element, cultivating healthy, joyful, authentic relationships in the group.
Apr 19, Tonya Willis-porath rated it it was amazing. Our team is new, and she thought that this book would help kick off success. I think she was right. The book was written very differently than any 'management' book I have previously read. There was dialog, which made it feel more like a novel. That being said the message of "Talent, Skills, and Community" resonated well with not only me, but my new peers. Excellent read for managers that really want to encourage a team environment.
Great book. The truth is, we need answers. She decided to probe a little further. Jeff hesitated for just a second before he responded. Our company is in trouble. The answers that you discover in your quest to help your team excel may help other teams within our organization.
Are you willing to take on that challenge? This sounded like the most important thing she had worked on during her career. In many ways, it was similar to the challenges that she had faced as a young leader, but this time they were multiplied a thousandfold. She understood the assignment, but she wanted to get a better grasp of the underlying problem before she launched her work.
To find the answer, she began to make a list. Unfortunately, the ideas flowed all too easily. She wrote the following:. Since she had left the Operations Group and become the head of Leadership Development, she had to work with what remained of a team that had never been very effective. One by one, members of the team shared an update.
There seemed to be some reluctance at first, but as people began to open up a little, it was quickly apparent that what they wanted to talk about were things outside of work. Tom bragged about his new grandbaby, with pictures, of course. Jo shared an update on her mom. The previous weekend, the family had placed her in hospice care—her illness was too severe for additional treatment. Although none of them had personally experienced what she was going through, they were trying to understand her pain.
After Jo finished, the team was quiet. Debbie was sensitive to the moment. There was a long silence. Everyone now had shared an update except Steve. It was removed from the Library of Congress and from College libraries as letters I received attested all too frequently.
That was twenty years ago. Today I have been asked to rewrite the book and bring it up to date. Those who have the book speak highly of it, and those who do not have it have been asking for it. With that incentive, I have begun from page one to bring it up to date and to provide information that I have learned since my first manuscript.
In the beginning, this book was based upon my unusual experience in the Pentagon during and the concept of the book itself was the outgrowth of a series of luncheon conversations, , with my friends Bob Myers, Publisher of the New Republic, Charlie Peters, founder of The Washington Monthly, and Ben Schemmer, editor and publisher of the Armed Forces Journal, and Derek Shearer.
They were all experienced in the ways and games played in Washington, and they tagged my stories those of a "Secret Team. This was an interesting move for many reasons, not the least of which was that it kept me in business and social contact with many of the men I had met and worked with during my nine years of Air Force duties in that building. It kept me up-to-date with the old "fun-and-games" gang. He needed a loan that would enable him to acquire the old Armed Forces Journal.
We spent many most enjoyable business luncheons together. This is where "The Secret Team" emerged from a pattern of ideas to a manuscript. As they heard my stories about my work with the CIA, and especially about the role of the military in support of the world-wide, clandestine operations of the CIA, they urged me to write about those fascinating nine years of a year military career.
Before I had seen the published article myself, two editors of major publishers in New York called me and asked for appointments. I met with both, and agreed to accept the offer to write a book of the same name, and same concept of The Secret Team from Bram Cavin, Senior Editor with Prentice-Hall. After all but finishing the manuscript, with my inexperienced typing of some pages, I sat down to a Sunday breakfast on June 13, and saw the headlines of the New York Times with its publication of the "purloined" Pentagon Papers.
Then I found more of the same. With that, I knew that I could vastly improve what I had been writing by making use of that hoard of classified material that "Daniel Ellsberg had left on the doorstep of the Times," and other papers.
Up until that time I had deliberately avoided the use of some of my old records and copies of highly classified documents. The publication of the Pentagon Papers changed all that.
They were now in the public domain. I decided to call my editor and tell him what we had with the "Pentagon Papers" and to ask for more time to re-write my manuscript. He agreed without hesitation. From that time on I began my "Doctorate" course in, a book publishing and, b book annihilation. As we see, by some time in The Secret Team was extinct; but unlike the dinosaur and others, it did not even leave its footprints in the sands of time.
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