Mario Moussa, Madeline Boyer and Derek Newberry (Wiley, $42.95)
Executive education courses generally attract the best of the best, particularly at a top-ranked business school such as Wharton. After teaching more than 100 such courses, the authors realised they had a good understanding of how to effectively combine A-type personalities with contrasting styles, cultures, and methods.
Filled with anecdotes, real-life case studies from the authors’ consulting experience, and empirical research, the book offers a framework for success based on “goals, roles and norms”: commit to clear performance targets and continually monitor them; set up structures so that all team members are clear about their roles; ensure there are outlets not just to collaborate but also to resolve conflicts.
The first half of this short book examines how our conscious and unconscious biases affect how we interact in teams. The second offers advice for different types of teams, e.g., virtual, innovation and leadership committees. It also has a handy set of checklists and worksheets so workers can arrive at unvarnished mutual understanding.
Given the increasingly fractured nature of the workplace, where navigating with multiple stakeholders is becoming the norm, this is a useful addition to the management library – but to be truly effective, I recommend your teammates read it too.