Be Real: The Art of Creating Team Exceptionalism: BE REAL, #2

By Julian M. Allen

The Art of Creating Team Exceptionalism explains what your team members want and need from their boss based on generations of mover and shaker team interaction experince. We dive into the basics of individuals and their interactions which afffect team dynamics, development, and management. We start with routine communication, and progress through team member capability and potential growth determination. We conclude with an explanation of the exceptionalism hiring foundations, and how to become the personalized boss team members need to reach their full potential. Valuable team interviewing and hiring guidelines move team leaders, supervisors, and managers toward greater success in being responsible for others.

You are encouraged to investigate BE REAL: The Art of Creating Your Exceptionalism, and BE REAL: The Art of Overcoming Exceptionalism Roadblocks. You may find BE REAL: The ART of Creating Exceptionalism in Modern Business which includes all BE REAL titles by this Author a more cost effective choice. Every title is a collection of "cheats" in the business game that can refine and accelerate a career of someone who is responsible for others.

• Language: English
• Publisher: Julian M. Allen
• Release date: Nov 7, 2016
• ISBN: 9781540165008

Book preview

BE REAL

The Art of Creating Team Exceptionalism

Julian M. Allen

N B S Press

NBS PRESS

CONTENTS

DEDICATION

PREFACE

INTRODUCTION

Chapter 1 - What Your Team Members Want And Need

The Pillars of Team Exceptionalism

Chapter 2 - Natural Stones And Square Holes

Chapter 3 - The Capability Conundrum

Emotional Age

Mental Age

Interpersonal Age

Physical Age

Case Study - Jovan

Chapter 4 - Understanding The Individuals On Your Team

Chapter 5 - Interacting With Your Team

Chapter 6 - Factors In Hiring Your Team

Hiring Foundations - The Four Capability Ages

Exceptionalism Hiring Foundation

The Three Exceptionalism Qualifications

Transportation Cleanliness and Lifestyle Consistency

Case Study - Michael

Internal Candidates and Unfriendly Infiltrators

Case Study - Jane

Chapter 7 - The Personalized Boss

High Quantity/Low Quality Boss

High Quality/Low Quantity Boss

Protecting Part of The Solution Team Members

POSTSCRIPT

ABOUT THE AUTHOR

RECOMMENDED READING

COPYRIGHT

DEDICATION

I WANT TO THANK all who taught me to handle responsibility in such a way that the individuals who came under my umbrella would find their lives improved.

My Father pounded the importance of morals, ethics, experience, empathy, commitment, perseverance, and teamwork through my thick skull. His desire was that each of his five children become decent, God-fearing, productive, and law abiding citizens.

My First Mentor was the master of finding humor in the simplest communication. If you fail to laugh every chance you get, you will always be less effective with people than you should be.

My Headhunter convinced me that I was cocky and that I tended to motivate others to oppose me.

The Bloodline Prince confided Every word spoken by a superior carries the risk of becoming reality—whether it is good, bad, right, or wrong.

The CFO Ninja drove home the importance of signatures for every expense approved by a superior.

The Turnaround Artist insisted I keep everyone in the loop when working at the edges of my responsibility. The broader your reach and the faster the rate of change, the more important it is to keep those above you informed about what you are attempting to do.

The Prophet pointed out that even the worst superior has at least one great attribute: If you make it your own, one day you will be a combination of the best of all your superiors.

The Big Cheese was adamant: Just because someone is your superior in rank or wealth, it does not mean they should be.

My Literary Mentor made me promise to give her the opportunity to read my work one day.

My Vermont Touchstone demonstrated exceptional intestinal fortitude by guiding me through the editing process.

To each of you, I hope the investment you made in me generated satisfactory returns.

fo·ment

verb \ ˈ f ō - ment \

To cause or try to cause

The growth or development of …

*

*

That which has been is that which will be,

And that which has been done

Is that which will be done.

So there is nothing new under the sun.

-Ecclesiastes 1:9

PREFACE

OUR SOCIETY CONSIST OF three groups of people: those who lead, those who follow, and those who depend on the first two in order to survive and prosper. We inhabit each of these groups during our life; some for an extended period of time, and others only briefly. Within each group you will also find individuals who are either part of the problem or part of the solution. Your commitment to improving your soft people skills indicates your desire to transition from a follower into a leader while, attempting to avoid becoming part of the problem. Accepting such a challenge brings a lifelong commitment to exceptionalism and mastery of soft people skills.

Unfortunately, interpersonal interactions are not always pretty, politically correct or edifying. The only truth about humanity is that we will eventually figure out a way to ruin all of God’s creation. This is my attempt to support those I may never meet in life who are striving to step forward as my generation begins the transition into one that is dependent on the leaders and followers to survive and prosper. Thank goodness there are people who aspire to accept responsibility for the well-being of others and who willingly tackle the unending human-based problems that plague society. Those who are most