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The Click Code: Why Some Teams Click and Others Don’t
Learn the Secrets of Teamwork. Why do some teams click while others don’t? If there’s one thing we understand about ourselves, it’s that humans are social creatures. We need to connect to other people. Teamwork is in our DNA. However, despite our desire and need to be part of a team, forming a team that clicks is one of our most complex challenges. Leaders in business, sports, and the military struggle to find the seemingly magical combination of individuals who can come together and create something greater than the sum of its parts. The Click Code will teach you why some teams that should never work end up achieving incredible success and why some teams that look amazing on paper flounder and fail. He uses fascinating stories to help you see team dynamics from the inside. In The Click Code, you will ... and much more! This book will forever change the way you view collaboration and teamwork. It is essential reading for anyone who works as part of a team, is a team leader, or who is responsible for forming teaming and encouraging collaboration.
144 pages, Paperback
Published November 11, 2021
5 people want to read
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Displaying 1 of 1 review
January 10, 2022
This is by far one of the most important books I’ve read this year. In a world that caters more and more to individualistic mindsets, our society fails to realize that we are actually digressing as a species if we attempt to operate without each other. Some of the greatest corporations, companies, performances, and contributions to science owe its success to teamwork. This book effectively, extensively and efficiently gives the formulaic secret to what makes a successful team.
“Removing the myth of independent success whether as an individual or team. To replace it with the notion that we are embedded in interdependent networks and should not exist in silos.”
The book opens with a link between drug addiction and the need for social interaction. It was interesting to see how that may lead to the topic of ‘team work.’ But this is done effectively as it uses a fate that can happen to any of us if we ignore the need for social integration. The story is personal and poignant and therefore a powerful way to open book as empirical as this one.
The book removes universal fallacies about team work such as ‘diversity is key’ where in fact diversity alone is not key. It stresses the importance of understanding that diversity and inclusivitity are two different things but they cannot be implemented as separate strategies. This knowledge is indispensibale as we are so misguided in thinking that diversity is enough to tick boxes. Think of the random gay man in the new Netflix film or the black man included in a Victorian film set before Africans were even in Europe. Sure, the diversity is a great and important factor, but it means nothing if it’s just to tick a couple of boxes. It’s important that there is also a sense of inclusion— that people know that they have an influence and power to set an agenda. This is where high-performance lies. This knowledge was particularly profound to me, and I see myself reiterating this wisdom to myself in many points in my life.
From the Apollo 13 mission, Rosa Parks to Pixar, The Lakers and the makers of West- side story-- we see an insightful and cleverly chosen assemblage of external sources that cater to all. Nicholas Christakis’ analogy of how the different forms of carbon to create different properties can be applied to the make up of teams was a particularly memorable framework.
Having finished the Netflix series, Squid Game, the concept of team work and who should be combined to make a good team has been playing on my mind a lot. Particularly when watching a game of tug and war where everyone made the mistake of thinking that strength was enough to win. The 'weakest'team with a sickly old man and three women appeared to be no match against their opponents, whose team consisted of mostly of young robust men. The ‘weaker’ team won because they had what the other team didn’t-- which was the right combination of personalties, intelligences and distribution of power. Everyone had a role and that is where their strength lay.
To misquote Tolstoy, ‘Happy teams are all alike, but every unhappy team is unhappy in it’s on way.’ With the use of facts, figures, metaphors, analogies and personal examples too, the book speaks on how faultlines impact a team, the importance of building social capital, the types of personalities that can make up a team and the essential qualities and ‘DNA’ that every good team has.
The chapters move seamlessly into the next making for a clear and fast-moving read. As far as feedback goes, it may help to bullet point some concepts for more clarity, such as Ernst and Chrobot-Mason’s six strategies to minimize internal differences in a team and other numbered or systematic concepts.
“Removing the myth of independent success whether as an individual or team. To replace it with the notion that we are embedded in interdependent networks and should not exist in silos.”
The book opens with a link between drug addiction and the need for social interaction. It was interesting to see how that may lead to the topic of ‘team work.’ But this is done effectively as it uses a fate that can happen to any of us if we ignore the need for social integration. The story is personal and poignant and therefore a powerful way to open book as empirical as this one.
The book removes universal fallacies about team work such as ‘diversity is key’ where in fact diversity alone is not key. It stresses the importance of understanding that diversity and inclusivitity are two different things but they cannot be implemented as separate strategies. This knowledge is indispensibale as we are so misguided in thinking that diversity is enough to tick boxes. Think of the random gay man in the new Netflix film or the black man included in a Victorian film set before Africans were even in Europe. Sure, the diversity is a great and important factor, but it means nothing if it’s just to tick a couple of boxes. It’s important that there is also a sense of inclusion— that people know that they have an influence and power to set an agenda. This is where high-performance lies. This knowledge was particularly profound to me, and I see myself reiterating this wisdom to myself in many points in my life.
From the Apollo 13 mission, Rosa Parks to Pixar, The Lakers and the makers of West- side story-- we see an insightful and cleverly chosen assemblage of external sources that cater to all. Nicholas Christakis’ analogy of how the different forms of carbon to create different properties can be applied to the make up of teams was a particularly memorable framework.
Having finished the Netflix series, Squid Game, the concept of team work and who should be combined to make a good team has been playing on my mind a lot. Particularly when watching a game of tug and war where everyone made the mistake of thinking that strength was enough to win. The 'weakest'team with a sickly old man and three women appeared to be no match against their opponents, whose team consisted of mostly of young robust men. The ‘weaker’ team won because they had what the other team didn’t-- which was the right combination of personalties, intelligences and distribution of power. Everyone had a role and that is where their strength lay.
To misquote Tolstoy, ‘Happy teams are all alike, but every unhappy team is unhappy in it’s on way.’ With the use of facts, figures, metaphors, analogies and personal examples too, the book speaks on how faultlines impact a team, the importance of building social capital, the types of personalities that can make up a team and the essential qualities and ‘DNA’ that every good team has.
The chapters move seamlessly into the next making for a clear and fast-moving read. As far as feedback goes, it may help to bullet point some concepts for more clarity, such as Ernst and Chrobot-Mason’s six strategies to minimize internal differences in a team and other numbered or systematic concepts.
Displaying 1 of 1 review