Las 17 Leyes Incuestionables del Trabajo en Equipo

by John C. Maxwell

Todo el mundo es parte de un equipo. Si usted esta casado, usted y su conyuge son un equipo. Si usted es un empleado, usted y su companeros de trabajo son un equipo. Si usted da su tiempo a una iglesia u otra organizacion, usted es parte de un equipo de voluntarios. En su estilo unico, y facil de entender, el Dr. Maxwell denuncia el proceso de construir un equipo ganador, de una manera sencilla de retener, y ponerlo en practica.

Genres: Leadership, Business, Nonfiction, Self Help, Management, Personal Development, Christian

272 pages, Unknown Binding

Published January 1, 2014

About the author

John Calvin Maxwell is an American author, speaker, and pastor who has written many books, primarily focusing on leadership. Titles include The 21 Irrefutable Laws of Leadership and The 21 Indispensable Qualities of a Leader. Some of his books have been on the New York Times Best Seller List.

Reviews

[Mat Rueter · Rating 5 out of 5]

One thing I learned is the following:

The Wrong Person in the Wrong Place = Regression
The Wrong Person in the Right Place = Frustration
The Right Person in the Wrong Place = Confusion
The Right Person in the Right Place = Progression
The Right People in the Right Places = Multiplication

[Todd Sherman · Rating 2 out of 5]

I am about 1/2 way through it and thus far it is feeling very light. It is full of examples of other teams but missing meaningful concrete exercises to become a better team member. That is, the book concentrates on mantras like, "To be a better team member you need to sacrifice more." Here are examples of sacrifice. This is not helpful. It is equivalent to saying to someone "You need to save more money to get out of debt." But not identifying how to go about that. I will update the review when I finish the book. I do highly recommend his other book "Developing The Leader Within You"

I completed the book and found several chapters fantastic. I do recommend this book but skim all the chapters / laws first and then reread the ones you think will be the most helpful for you.

[Daryl · Rating 1 out of 5]

There is no greater fan of John Maxwell than John Maxwell. He loves to highlight his own successes ad nauseum.

His "laws" are highly and easily debatable. I read this as part of reading group at work. To have a discussion on any chapter with a positive result was difficult. We usually ended up discussing how we would have written the chapter.

It was difficult to get through.

[Andreea Ratiu · Rating 2 out of 5]

My issue with Maxwell in general is that all his books are based on common sense. Yes, it all makes sense while you read them (waaay too many stories to support his points), but... where are the numbers? I am a data person and I would appreciate a more data-driven approach.

[Nez · Rating 2 out of 5]

Could be summarised on an A4 sheet of paper.
Too many friggin sport stories, which were as dull as dishwater.

[Belal Khan · Rating 4 out of 5]

is read this immediately after the laws of leadership. some of the content repeats from the previous book, but stuff is a must read if you're looking to build teams and multiply your influence.

[Christopher · Rating 3 out of 5]

*Updated review 1/10/2020*

This book has some great insights, but there’s a lot repeated from John’s book on leadership – which is a much stronger book (much of what this book covers is leadership, anyway). I did enjoy the part about how the Golden Gate Bridge came to be, which is worth the price of the book alone (the used book is a few bucks). It’s a classic example of how a brave entrepreneur overcame seemingly insurmountable odds to guide a massively successful project on to completion – including encountering heavy resistance from workers unions, local zoning/legal regulations, the pressures of finances & funding the build, and the engineering challenges involved. Very inspiring story, given how iconic a symbol of American determinism the bridge has become today – and, given how little emphasis is being put on building/improving infrastructure (at least in America) rather than seeking out the low hanging fruit in the tech space (i.e. digital products/apps & experiences).

p.s. any/all references to how Enron was an example of a great company should be ignored, for obvious reasons. I do not blame the author for this, since he obviously bought into the lies being fed to the public about the company at the time – which, were likely propped up by the crony capitalists of Wall Street.

[John · Rating 2 out of 5]

I had high hopes for this book. I really wanted some good lessons and principles on teamwork, team-building and team leadership.

Instead, I got a bunch of lists of (mostly) common sense items: Your team is only as good as its weakest link, great teammates take it further, great team leaders inspire the team, your team needs a vision, teammates with bad attitudes bring the whole team down, etc., etc.

And then for each item on the list, there was another sub-list of truths about that item.

Dry read of a long list of pretty common sense items. Not a whole lot of empowering insights.

There were a few decent stories. That's about it. Disappointed.

[Trần Tài · Rating 5 out of 5]

Mình đọc quyển này trong những ngày đầu tiên trai nghiệm vị trí Leader Marketing.
Hướng dẫn, đồng hành cùng những người chị, bạn, em, cùng nhau làm một điều gì đó to lớn.
Cả bọn đều biết sẽ thử, sẽ sai, sẽ vấp ngã nhưng vẫn cố gắng cùng nhau.

Quyển sách này đem lại cho mình những định nghĩa hợp lí về các cách quản lí nhân sự, đối đãi với mọi người. Đôi khi chúng ta cần những định nghĩa bằng từ ngữ, khái niệm đút kết từ thực tế vì không đủ thời gian để testing và nghiệm thu :D

Sài Gòn. 10.6.21

[Bernard Bentley · Rating 5 out of 5]

This book is a literal road map to just about anything you want to accomplish in life. From raising a family to Counseling and even building a business. John Maxwell what does a great job detailing the importance of teamwork and how one person is too small number for greatness. Teamwork really does make the dream work.

[Захарченко Віктор · Rating 3 out of 5]

Благодаря сервису getabstract.com я познакомился с книгой Джона Максвелла. Книга аж 2001 года, но с того времени мало что изменилось в умении бизнес-авторов размазывать мысль на длинные списки. Отфильтровав саммари книги (а бывает и такое!), предлагаю 4 простых правила, которые есть и в самом источнике, и в моей голове - стараюсь их использовать в работе.

1. Побеждают команды, а не отдельные личности. Ответственность может быть только общей.

2. Ритм команды зависит от скорости самого медленного. Особое внимание "запасным" и "внешним" (аутсорс) элементам.

3. Команда должна видеть, понимать цель и верить в нее. Планы необходимо корректировать, корректировать цель нельзя.

4. Команде нужен взгляд со стороны. Это не проявление недоверия, а борьба с замыливанием взгляда.

[Nicholas Cardot · Rating 4 out of 5]

John Maxwell is first and foremost a story teller. He uses riveting stories to draw you in and keep your attention, and then, when you're not looking, he slips in some principles that will help you to grow as a leader and as a member of a team. While this, and other of his works, may lack the academic or intellectual depth found in other books, it gets full marks for providing solid teamwork and leadership principles wrapped in a highly motivating and uplifting package.

[Patrice · Rating 5 out of 5]

John Maxwell A+ yet again! This book is perfect for anyone who is in an environment where teamwork is essential...which nowadays is pretty much everywhere. After reading, I'd suggest using in conjunction with the video and workbook as a team building/learning situation with your team. He adds humor with the teaching so its not boring at all, promise! LOVE JOHN MAXWELL AS A TEACHER!!!

[Hillary · Rating 4 out of 5]

As good as his other book - common sense, but stuff that needs reminding every once in a while.

[Drecsan Razvan Sebastian · Rating 5 out of 5]

Very Good Tips, Would Recomend

[Reeds]

1. Law of significance - nothing done alone, Insisting on doing things alone creates barriers to your own potential. Example: Mia Hamm who acknowledged her team on the field but also the team off the field, including those who washed their jerseys, as being instrumental to their success.
2. Big picture - goal more important than role (person)
get started - have goal, size up the size of the challenge, get resources needed, get right people, move to higher level, give up personal agenda
3. Law of niche, place people where they have the most value: know the team, know situation, know person, if people are in roles that they don’t do well, then things won’t turn out well. All team members have a place where they add the most value
4. More difficult/more demands more need for teamwork; growing a team: development potential of team members, add key team members, change leadership, remove ineffective members
5. Law of chain - Some people don't want to change or don't have the ability, your team is as strong as your weakest link. Weak links should be trained or traded. Try training first but don’t ignore as this can negatively impact the rest of the team as weak links rob the team of momentum and potential.
6. Law of catalyst - members who make things happen and keep the team succeeding, are: intuitive, communicative, passionate, talented (have skills and credibility), creative, responsible, generous, influential, and have initiative.
7. Vision - have to know what it is, have strategy/instruction, without vision the people will perish
8. Law of Bad apple - bad attitudes can ruin the team; lift up or tear down, compound, subjective, don't go away on own, Bad attitudes guarantee failures and bad attitudes are more catchy than good attitudes.
9. Law of accountability - teammates can count on each other; pulling together or pulling apart; character + competence + commitment + consistency + cohesion
10. Law of price tag - paid by everyone, paid all the time, increased if want to improve, never ends
11. Law of score board - know where stand, what is happening while game plan is what want to happen; use to evaluate and make adjustments, The team can make adjustments when it knows where it stands. Once in the game, the initial game plan is less relevant than the scoreboard because the game is constantly changing, so you have to keep adjusting the plan to win.
12. Law of bench - depth of team players, Power of the bench. Great teams have depth - a strong bench.
13. Law of identity - shared values, Common values create an identity that can scale as you grow
14. Law of communication - can build or undermine trust, let each other know what is going on
15. Law of edge - leadership: motivate people differently, grow peoples potential, learn quickly, leadership is shared
16. Law of high morale - sustains through hard times, builds momentum; poor - leader does everything, low- leader does productive things, moderate - leader does difficult things, high - leader does little things; when you do good you feel good and when you feel good
17. Law of dividends - invest in team, brings benefits to all; build team worth development, gather best possible, pay price to develop (time, money, resources), do things together (community), empower team members with authority, give credit to team, accountability, stop investing in member who doesn't grow (Yeah boy! Life is too short.), create opportunities, clear obstacles. Investing in your team compounds over time and pays dividends.
-If a team seeks to function like a full democracy, nothing will get done. Everyone is important and a valuable human being, but not equal in terms of decision rights.
-On two equally talented teams, leadership makes the difference

[Nguyễn Thái · Rating 3 out of 5]

Provide useful tips for teamwork

[Raul Filea · Rating 5 out of 5]

Amazing book with amazing teachings! I can't wait to apply these laws in my teams and grow together in the big ministries we are doing!

[Ha Thu Hoang · Rating 4 out of 5]

1. The law of significance: One is too small a number to achieve greatness
- The Chinese proverb states: "Behind an able man there are always other able men".
- One is too small a number to achieve greatness: You cannot do anything of REAL value alone
-> This is the Law of Significance.
- President Lyndon Johnson said: "There are no problems we cannot solve together, and very few that we can solve by ourselves".
- Teamwork is birthed when you concentrate on "we" instead of "me".
- "We should not only use all the brains we have, but all that we can borrow" - Woodrow Wilson
- Individuals play the game, teams win championships.
- Why do we stand alone?
+ Ego
+ Insecurity
+Naivete
+ Temperament

2. The law of the big picture: The goal is more important than the role
- If you think you are the entire picture, you will never see the big picture.
- "If a team is to reach its potential, each player must be willing to subordinate his personal goals to the good of the team" - Bud Wilkinson
- Everybody on a championship team doesn't get publicity, but everyone can say he's a champion.
-> Winning teams have players who put the good of the team ahead of themselves. They want to play in their area of strength, but they're willing to do what it takes to take care of the team -> sacrifice their role for the greater goal.
- What's up with big picture teams?
+ Look up at the big picture - the vision (goal): If you don't know where you're going, you'll end up somewhere else (Dr Martin Luther King Jr. did as he spke to people about his dream from the steps of the Lincoln Monument in Washington)
+ Size up the situation
+ Line up Needed resources
+ Call up the right players: You can lose with good players, but you cannot win with bad ones.
+ Give up personal agendas: "No one of us is more important than the rest of us" - Ray Kroc (Founder of McDonald's)
+ Step up to a higher level
-> That's the Law of the Big Picture.

3. The law of the niche: All players have a place where they add the most value
- To be able to put people in the places that utilize their talents and maximize the team's potential, you need 3 things:
+ You must know the team
+ You must know the situation
+ You must know the player
- The only way to find your niche is to gain experience.
- To help people reach their potential and maximize their effectiveness, stretch them out of their comfort zones, but never out of their gift zones.

4. The law of mount everest: As the challenge escalates, the need for teamwork elevates.
- How do you approach the task of putting together a team to accomplish your dream?
+ What is your dream? - If you want to do st great, you must have a dream
+ Who is on your team?
+ What should your dream team look like? - Your team must be the size of your dream.
- When the team you have doesn't match up to the team of your dreams, then you have only 2 choices: Give up your dream or grow up your team.
- How to grow up your team?
+ Develop team members:
Enthusiastic beginner - needs direction
Disillusioned learner - needs coaching
Cautious completer - needs support
Self-reliant achiever - needs responsibility
+ Add key team members
+ Change the leadership: The challenge of the moment often determines the leader for the challenge.
+ Remove ineffective members

5. The law of the chain: The strength of the team is impacted by its weakest link
- What can you do with the people on your team who are weak links? - You have 2 choices: Train them + trade them (give the person an opportunity to find his level somewhere else).
- You lose the respect of the best when you don't deal properly with the worst.

6. The law of the catalyst: Winning teams have players who make things happen
- Nine characteristics are often present in catalysts with whom I've interacted:
+ Intuitive: A catalyst senses an opportunity, as a result, the team benefits.
+ Communicative
+ Passionate: about what they do, and they want to share the live with their teammates.
+ Talented
+ Creative
+ Initiating
+ Responsible: Catalysts are not consultants. They don't recommend a course of action. They take responsibility for making it happen.
+ Generous
+ Influential
- Put yourself on the road of improvement by doing the following things to become a catalyst:
+ Find a mentor
+ Begin a growth plan
+ Get out of your comfort zone

7. The law of the compass: Vision gives team members direction and confidence.
- "A great business is seldom if ever built up, except on lines of strictest integrity" (Andrew Carnegie)
- Great vision precedes great achievement.
- A team should examine the following 6 compasses before embarking on any journey:
+ A moral compass (Look above)
+ An intuitive compass (Look within)
+ A historical compass (Look behind): You won't reach for the future until they have touched the past.
+ A directional compass (Look ahead)
+ A strategic compass (Look around)
+ A visionary compass (Look beyond): You must have a long-range vision to keep you from being frustrated by short-range failures."
- When you see it, you can seize it.
- Make sure every vision message possesses: clarity, connectedness, purpose, goals, honesty, stories, challenge, passion, modeling, strategy...

8. The law of bad apple: Rotten attitudes ruin a team.
- Good attitudes among players do not guarantee a team's success, but bad attitudes guarantee its failure.
- 5 truths about attitudes clarify how they affect a team and teamwork.
+ Attitudes have the power to lift up or tear down a team.
+ An attitude compounds when exposed to others.
+ Bad attitudes compound faster than good ones
+ Attitudes are subjective, so Identifying a wrong one can be difficult.
+ Rotten attitudes, left alone, ruin everything.

9. The law of countability: Teammates must be able to count on each other when it counts.
Character + Competence + Commitment + Consistency + Cohesion = Countability
- How to build a team that is able to count on each member when it counts:
+ Develop pride in group membership
+ Convince your group that they are the best
+ Give recognition whenever possible
+ Encourage organizational mottos, names, symbols, and slogans
+ Establish your group's worth by examining and promoting its history and values
+ Focus on the common purpose
+ Encourage your people to participate in activities together outside of work
=> The more of these activities you embrace, the greater countability you will develop.

10. The law of the price tag: The team fails to reach its potential when it fails to pay the price
- The price must be paid by everyone
- The price must be paid all the time
- The price increases if the team wants to improve, change or keep winning
- The price never decreases: When it comes to Law of the Price Tag, there are only 2 kinds of teams who violate it: those who don't realize the price of success, and those who know the price but are not willing to pay it.
- The more talented the team members, the more difficult it may be to convince them to put the team first. Begin by modeling sacrifice, show the team that you are:
+ Willing to make financial sacrifices for the team
+ Willing to keep growing for the sake of the team
+ Willing to empower others for the sake of the team
+ Willing to make difficult decisions for the sake of the team
-> praise their sacrifices to their teammates.

11. The law of the scoreboard: The team can make adjustments when it knows where it stands.
- The scoreboard is essential to understanding: Provides a snapshot of the game at any given time.
- The scoreboard is essential to evaluating: Growth = Change in the RIGHT DIRECTION
- The scoreboard is essential to decision making
- The scoreboard is essential to Adjusting
- The scoreboard is essential to Winning
- The leaders have the responsibility for checking the scoreboard and communicating the team's situation to its members => create a system that helps you to do it or empowers the leaders on your team to share the responsibility.

12. The law of bench: Great Teams Have Great Depth
- "It ain't over till it's over" - Yogi Berra's famous comment
- A great starter alone is simply not enough if a team wants to go to the highest level.
- Any team that wants to excel must have good substitutes as well as starters.
- A great team with no bench eventually collapses.
- Starters are frontline people who directly add value to the organization or who directly influence its course.
- The bench is made of the people who indirectly add value to the organization or who support the starters.
- The bench is indispensable:
+ Today's bench players may be tomorrow's stars.
+ The success of a supporting player can multiply the success of a starter.
+ There are more bench players than starters
+ A bench player placed correctly will at Times be more valuable than a starter
+ A strong bench gives the leader more options
+ The bench is usually called upon at critical times for the team: Build the bench today for the crisis you will face tomorrow.
Note: The only place that never loses people is the cemetery. Losing team member is inevitable.
- The key to making the most of the Law of the Bench is to continually improve the team.
- 6 Ps to hire people: Personality (use DISC test), Passion, Pattern, Potential, Profile, Placement

13. The law of identity: Shared values define the team
- Just as personal values influence and guide an individual's behavior, organizational values influence and guide the team's behavior.
- The value of values: Values can help a team to become more connected and more effective.
- Who you are is who you attract => People attract other like-minded people.
- As a parter, we promise to
Put your needs first in every situation
Add value to your personal leadership
Recognize we serve a common goal
Tailor our services to meet your need
Never take for granted the trust places in us
Embody excellence in everything we do
Respect everyone's uniqueness
- The single greatest way to impact an organization is to focus on leadership development
- The most fundamental management truth is that what gets rewarded gets done
- Doing the right thing, not just doing things right
- As a leader, we should:
+ Know the values that the team should embrace
+ Live the values
+ Communicate the values to the team
+ Obtain buy-in of the values through aligned behavior among teammates

14. The law of communication: Interaction fuels action
- Effective teams have teammates who are constantly talking to one another. Communication increases commitment and connection.
- If I had to name a single all-purpose instrument of leadership, it would be communication (John W.Gardner)

15. The law of edge: The difference between two equally talented teams is leadership
- Personnel determine the potential of team
Vision determines the direction of team
Work ethic determines the preparation of team
Leadership determines the success of team
- The stronger the leadership of the team, the greater the team's potential for success.
- Everything rises and falls on leadership.
- Example: Joseph Strauss - who lead the Golden Gate construction.

16. The law of high morale: When you're winning nothing hurts
- "Leaders are dealers in hope" - Napoleon Bonaparte => Help them to see the potential of the team
- When the Law of High Morale is working at its best, the leader boosts the morale of the team, and the team boots the morale of the leader.

17. The law of dividends: Investing in the team compounds over time
- The time, money and effort required to develop team members don't change the team overnight, but developing them always pays off.
- 10 steps to invest your team:
+ Make the decision to build a team...This starts the investment in the team -> require commitment
+ Gather the best team possible....This elevates the potential of the team (Only 1 kind of team that you may be a part of where you shouldn't go out and find the best players available, it's your family)
+ Pay the price to develop the team...This ensures the growth of the team (time, money, your personal agenda, effort,...)
+ Do things together as a team...This provides community for the team: Even when you've played the game for your life, it's the feeling of teamwork that you'll remember. The "where" and "when" are not as important as the fact that the team members share common experiences.
+ Empower team members with responsibility and authority...This raises up leaders for the team
+ Give credit for success to the team...This lifts the morale of the team: "I can live for 2 months on 1 good compliment" (Mark Twain) => recognition of their efforts.
+ Watch to see that the investment in the team is paying off...This brings accountability to the team
+ Stop your investment in players who do not grow...This eliminates greater losses for the team
+ Create new opportunities for the team...This allows the team to stretch
+ Give the team the best possible changes to succeed...This guarantees the team a high return: create an energized environment for the team and give each person what he needs to ensure success.
- The more leaders you have on the team and the further developed they are, the greater the dividends.

[Amanda Molina · Rating 3 out of 5]

i mean yeah facts

[Tom Brennan · Rating 3 out of 5]

John Maxwell is to business leaders what John Grisham is to southern lawyers. They keep writing the same book. It's not that this book is bad; it isn't. It is that it isn't new. The best word I can think of to describe it is forced or strained. It is as if he started with a title, and then thought of the book as he went along. It is also understandable why he did/does that. His book on the laws of leadership is nothing short of outstanding. This book is just nothing short. There are occasional good thoughts here and there, and he does an especially good job communicating the priority of building a good team. But other than that it is little more than recycled information with a whole bunch of (at this point) dated stories thrown in for good measure.

[Nadeen Matthews · Rating 5 out of 5]

Short and provocative read. A must read for anyone leading teams. It’s a book I would read again. A few of my takeaways
1) Nothing of significance was ever achieved alone. Insisting on doing things alone creates barriers to your own potential. I love the example he shared of Mia Hamm who acknowledged her team on the field but also the team off the field, including those who washed their jerseys, as being instrumental to their success.
2) The Law of the Niche - if people are in roles that they don’t do well, then things won’t turn out well. All team members have a place where they add the most value
3) The Law of the Chain - your team is as strong as your weakest link. Weak links should be trained or traded. Try training first but don’t ignore as this can negatively impact the rest of the team as weak links rob the team of momentum and potential
4) Every team - even high performing teams, needs a catalyst. Catalysts are get it done and then some people. Catalysts make things happen.
5) Without vision the people will perish.
6) Law of the Bad Apple - Bad attitudes guarantee failures and bad attitudes are more catchy than good attitudes
7) Law of the scoreboard- The team can make adjustments when it knows where it stands. Once in the game, the initial game plan is less relevant than the scoreboard because the game is constantly changing, so you have to keep adjusting the plan to win.
8) Power of the bench. Great teams have depth - a strong bench.
9) Common values create an identity that can scale as you grow
10) If a team seeks to function like a full democracy, nothing will get done. Everyone is important and a valuable human being, but not equal in terms of decision rights.
11) On two equally talented teams, leadership makes the difference
12) Investing in your team compounds over time and pays dividends.

[Mtbike40 · Rating 3 out of 5]

This is a very practical guide to being and building a successful team. In typical Maxwell fashion you journey through a series of stories that share key principles of building a successful team. With each story is a list of actionable item and a leadership thought that is short and easy to remember as you try to implement what you have read.

The key to me in these books is to read the book, understand the concept but then come back and take a "Law" and choose to work on it for a week or a month. Really commit to changing your behaviors as a leader and impact the results you achieve though repeating the new behavior over and over again. Small changes done over time will create greater impact than trying to change too much all at once.

[Oleksandr · Rating 5 out of 5]

If your in a team or a leader this book is a must

I bought this eBook because I work in a team and want to improve my skills as a team member and some day be a leader myself. I find John Maxwell books incredibly valuable. I read this book with the aid of YouTube as the author describes this laws on one of his seminars for clearer picture in how to use this laws. Even though some are basic laws they are harder to implement in real life why? Team have to be one the same page, leader vision has to be known and also culture. If your in team or or work with people this book is for you.

[Brandon Current · Rating 3 out of 5]

Skim and pass. This book could have been 17 pages. The laws of teamwork it presents are basic concepts familiar to most people. The illustrations are oversimplifications of complex scenarios and put too much on the "law" being discussed as the decisive factor. The book also has the familiar tone of "maximizing performance" literature. It feels a bit like sitting in a salesmen conference. That being said, there are some decent parts and overall it is a good collection of teamwork principles.

[Laura Beth · Rating 1 out of 5]

This is the most long-winded, repetitive, and boring business development book I have read. The amount of actual helpful content in it is less than a tenth of the book, and the rest is just painful to get through. I'm kind of worried about trying to read the other Maxwell book I have now, but hopefully it's better.

[Steven · Rating 3 out of 5]

I thought was a good read early on, but after a while it seemed to drag on with many of the stories far too long to keep the reader's attention.

[Ruth · Rating 2 out of 5]

This book is simplistic, dated, and seems to have been written simply so the author could name-drop.

[Lois - Who Reads · Rating 2 out of 5]

Just a book I had to read for work.

[Eve Downar · Rating 2 out of 5]

Lots of cliches, and sports references. I thought this one was outdated and catered to male americans.