The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team

by John C. Maxwell

Book Overview

Learn how to build and maintain champion level teams, then lead your team to the peak level of success regardless of the field you're in.

Individual all-stars can only take you so far. Ultimately, success--whether in business, family, church, athletic teams, or any other organization--is entirely dependent on teamwork. But how does one build that team?

Leadership expert and bestselling author John C. Maxwell knows that...

• Format: Hardcover
• Language: English
• ISBN: 0785274340
• ISBN13: 9780785274346
• Release Date: July 2001
• Publisher: HarperCollins Leadership
• Length: 288 Pages
• Weight: 1.21 lbs.
• Dimensions: 1.0" x 6.4" x 9.1"

Customer Reviews

Great change

This book has allowed my company to work as a cohesive unit and build teamwork. There is no more "the world revolves around me attitude"

Very helpful

I quite thoroughly enjoyed reading this book. It was a great read. Working in a team to acheive results through facilitation, motivation and the ability to work others is greatly defined in this book. Excellent.

Outstanding As A "How-To" Book

I found this to be an outstanding "how-to" book on leadership. But then, Mr. Maxwell's work is always outstanding. I highly recommend this to anyone who wants good practical tips on teamwork and leadership. By the way, for anyone who is interested in an easy read on the philosophical principles that support "The 17 Indisputable Laws ..", I also recommend the book, "West Point", by Norman Thomas Remick.

Developing Effective Teams in a Church Staff Setting

In a format that is similar to the "21 Irrefutable Laws of Leadership" Maxwell walks us through the essential elements of teamwork. He uses examples from business, ministry, sports and families to bring us principles for building and developing teams. In a style that is true "John Maxwell" he draws interesting and relevant stories from history and from current events to explain the "laws" that he has developed. Maxwell makes great points about how this fits many settings, including a church staff. Here's some examples; - From the "Law of Significance" chapter, "individuals play the game, but teams win championships." If a Sr. Pastor is not leading, each pastor just runs his own area of ministry. Very little communication, interaction, etc. So, it is very much like a professional team that has a lot of players, even great players, yet can't "win the championship" because they are not coached into being a cohesive team. - Under the "Law of the Big Picture" he says, "Members of a team must have mutually beneficial shared goals." Church staff members generally want to serve the Lord, but their understanding and implementation of the church's "mission statement" may NOT coordinated with each other, nor led by the Sr. Pastor. Maxwell goes on to say that the "goal" has to be more important than the "role," meaning the "power of the position." - "All players have a place where they add the most value" is the subtitle of the "Law of the Niche." This seems to be something that many pastors may not understand, but which DOES fit church settings quite well. We can have a great team with lots of potential, but "players" in the wrong "positions." As Maxwell pints out, we will not reach our potential this way. - The "Law of Mt. Everest" says that for each level (of difficulty) that a team reaches, a higher degree of teamwork is required. As a church is growing, they need to know that we don't just need more people, such as adding another pastor, but we need a stronger TEAM! -In the "Law of the Chain" he makes a side comment that "one of the differences between leaders and followers is action." An effective leader must take action. He can't hesitate and avoid "confrontation" SO MUCH that it freezes him. - The "Law of the Compass" says "Vision gives a team focus/direction and confidence." This is a truth that, but if it is not understood by the Sr. Pastor, can cause a staff to wander without the "compass." The leader also shouldn't surprise the team with a "new' (never before announced) direction. Maxwell says, "Great vision precedes great achievement.' - The "Law of Communication" says that teammates have to be constantly talking to each other. We "cannot be effective" if we don't talk regularly. "Interaction fuels action" is how Maxwell put it. True in any setting. - The "Law of the Edge" touched on several things that fit. The difference between failing or struggling teams and truly successful ones is often "the leadership." There are many great advantages to

How to Be a Better Team Member, Role Player, and Leader!

Dr. Maxwell has taken on a very difficult challenge in this book. He looks at effective teams from the perspective of being a better team member, playing various roles in a successful team, and being a team leader . . . all in the same book! If you are like me, you will feel that he has carried off the challenge well.The format of the book will be familiar to those who have read Dr. Maxwell's excellent leadership books. In this case, there are 17 laws, with each one being comprised of additional elements. Each law has one or two overriding examples, and then many small examples . . . usually as one for each subpoint. At the end of each law's section, you have questions to answer and assignments to do. This aspect of the book is like having a workbook to help you begin to apply the lessons to your own situation. The book begins with a key question, "Will your involvement with others be successful?" In emphasizing that all 17 laws are important, Dr. Maxwell starts out with an anecdote about how a young leader absolutely insisted on knowing what one thing was most important about teams. Dr. Maxwell thought and told the young man that it was that there was no one most important thing about teams. In the end, the same point is made by observing that good chemistry (not one of the 17 laws) only occurs on a team when all 17 laws are being observed. Here is my rephrasing of the 17 laws:(1) By combining their efforts and talents, teams can outperform any individual. Anyone who has seen a great player brought down by a special effort from the opposing team will know the truth of that observation.(2) Team players have to subordinate their self-interests on behalf of the team's purpose. In the NBA, the teams with ball hogs don't win championships. I find that this law is violated more often than it is followed. (3) Each team player can add a greater contribution when in the correct role. If you turned a great linebacker into a tight end, the results usually wouldn't be as good.(4) The more difficult the goal, the more important the teamwork. The example used here is climbing Mount Everest and the hard work that dozens of people have to do so that two people can climb atop the peak. Most teams suffer from having weak or inappropriate goals. Spend time on this area . . . and take on something worth doing! (5) The team's results will only be as good as the performance of the weakest person. The poor leadership by the captain of the Exxon Valdez is used as an example. (6) People on the team have to find ways to spark the team on to greater accomplishment. Michael Jordan during his years with the Bulls is the example.(7) Teams need a vision of what needs to be accomplished to inform and inspire their efforts. If the company leader doesn't do this, then someone on the team must. IBM's improved marketing under Lou Gerstner's time as CEO is the key example. (8) Bad attitudes can spoil great talent. You are better building great a