This manual is for: Anyone working in a team, who wants to make it work. Anyone struggling in a team but who wants to make a contribution and give meaning to their daily work routine: particularly the leaders and the coaches, but also those working in human resources. Anyone who believes that a team's human capital is worth much more than the sum of the individuals in it (and their 'cost') - as long as the team functions well. How do we make the team function well? We have to care about it, and take care of it. People are not talents per se, but every person has talents, skills they can utilise to help others. It is up to us to discover, to inspire, to give them the right role and enhance their place in the team, because together we win. If you have a problem at work, you do not need to change the individuals in the team. You need to change the way you see, engage, manage and value them. If you have weaknesses, you can try to work on them but sometimes it is better to leverage on others' strengths and work together. If you are a striker, instead of being forced to play as a goalkeeper, you should play with a goalkeeper!

This Manual is for those who wish to acquire, manage, and value the talents of team leaders and team members. Those who work in or for a team want to make it work. This document is for anyone committed to the team who wants to contribute and add value to their daily work. Particularly for managers, leaders, coaches, mentors, and those working in Human Resources. For those who believe that the human capital of a team is worth much more than individuals and their cost if the team works. For those who use or want to use the Team-CARE Assessment. How do we make the team work well? You need to take care of it! That's why Team-CARE. No people are talents in themselves, but each has talents and skills to make available or at the service of others. It's about discovering them, inspiring them, giving them the proper role, and valuing them in the team to win together. Let's find out how! If you have a problem at work, you may not need to change the people you work with. It would help if you changed how you see them, motivate them, manage them, and value them. If you have weaknesses, you can try to improve them, but sometimes it's better to leverage each other's strengths and work together. If you're a striker, play with a goalkeeper instead of forcing yourself to play as a goalkeeper.

Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism, delivered to produce better results and help employees develop their skills and boundaries of success. Great bosses have a strong relationship with their employees, and Kim Scott Malone has identified three simple principles for building better relationships with your employees: make it personal, get stuff done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Drawing on years of first-hand experience, and distilled clearly to give actionable lessons to the reader, Radical Candor shows how to be successful while retaining your integrity and humanity. Radical Candor is the perfect handbook for those who are looking to find meaning in their job and create an environment where people both love their work, their colleagues and are motivated to strive to ever greater success.

Teams are critical to the success of every organization. Departmental, interdepartmental, cross-functional, ad hoc, task-specific—teams do everything from planning the office party to setting the annual budget to establishing performance goals. But what separates the teams that really deliver from the ones that simply spin their wheels? What is the secret of high-performance teams? As he did in The Secret, Mark Miller uses a compelling business fable to reveal profound yet easily grasped truths that can dramatically transform any organization. Debbie Brewster, the heroine of The Secret, has been promoted and is now struggling with taking her new team to the next level. Her old mentor, Jeff Brown, the company’s CEO, sends her out to find the secret of teams. On her journey she learns from three very different teams—the Special Forces, NASCAR, and a local restaurant. Debbie and her team discover the three elements that all successful teams have in common. But that’s just the beginning. The devil is in the details, as the story of Debbie’s efforts to actually implement the three elements shows. You’ll learn how to change entrenched ways of thinking and acting, what you have to do to optimize each of the three elements of a successful team, how to measure your progress, and more. Creating high-performance teams does more than just give your organization a competitive advantage. It can be a performance multiplier that significantly improves results while honoring and developing people. It may be the ultimate win-win-win that your organization is seeking.

In soccer, perhaps more than any other sport, success hinges on team performance rather than individual play. As coaches are well aware, inspiring a group of players to perform as a finely tuned, coordinated unit is an on-going challenge. While several factors interfere with cohesion and flow of a soccer team, no published work has specifically addressed how to prevent and conquer such problems . . . until now. In One Goal: The Mindset of Winning Soccer Teams, internationally renowned performance psychologist and author of the best-selling Focused for Soccer, Bill Beswick, delivers an unrivaled guide to developing a winning team mindset. One Goal is arranged sequentially, providing invaluable insights on the various challenges facing coaches when pursuing a winning team mindset. You’ll find techniques, tools and suggestions to implement when addressing both common and unique challenges throughout the season. Specific contexts such as cup finals and tournaments are featured as well. Recognizing team mindset as a factor distinguishing success from failure, One Goal features proven strategies from one of soccer’s top performance psychologists. It’s a soon-to-be classic that you will turn to again and again.

A lifetime of activist experience from a civil rights legend informs this playbook for building and conducting nonviolent direct action campaigns In an era of massive worldwide protests for racial and economic justice, it is important to remember that marching is only one way to take to the streets. Protest must be supplemented with the sustained direct action campaigns that are crucial to winning major reforms. Beginning as a trainer in the civil rights movement of the 1960s, George Lakey has spent decades helping direct action tactics flourish and succeed on the front lines of social change. Now, in this timely and down-to-earth guide, he passes the torch to a new generation of activists. Lakey looks to successful campaigns across the world to help us see what has worked, what hasn’t, and why: from choosing the right target to designing a creative campaign; from avoiding burnout within your group to building a movement of movements to achieve real progressive victories. Drawing on the experiences of a diverse set of ambitious change-makers, How We Win shows us the way to justice, peace, and a sustainable economy. This is what democracy looks like.

Kashmir was an abandoned and angry Arabian gelding who had no use for humans. Katie Barclay grew up in the world of Rodeo. She was a driven young lady who planned her life to include specific milestones. When she failed to reach one of them, the failure crushed her and sent her into a deep depression. Kashmir began to remember unique things about himself that his mother taught him as a baby when he recognized some of those same unique qualities in fifteen-year-old Katie. As their connection grew, it healed Kashmir as much as it healed Katie. They became a team. They forged a partnership going against long-held beliefs that Arabian horses had no place in Rodeo. Katie and Kashmir demonstrated the truth in their performances. At the same time, each of them found new ways to use their unusual abilities to help others.