Building Miraculous Work Teams

How to Lead Work Relationships that Make Work Satisfyingly Self-Motivating and Organizations Amazingly More Successful

By Duke Nielsen

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Crew resource management, also known as cockpit resource management, as described in the Wikipedia Free Encyclopedia, is such a universally effective training and implementation process for building optimally effective inspire, guide, and support Work With Leader (WW) kinds of work-team relationships, that it is internationally required to be followed by all commercial airline flight crews. It came into being as a way to replace commanding and controlling Work For Supervisor (WF) kinds of work-team relationships that have proven to be the cause of a major portion of airline crashes! It has one shortcoming. It is applied only to work teams operating in potentially catastrophic kinds of operations. Descriptions of CRM from the Wikipedia Free Encyclopedia support the philosophy and practices of and the necessity for developing WW relationships in all kinds of work teams: the mission of the Digital Age breakthrough work team philosophy and development procedures in this book.

The business community talks endlessly—and so far pretty much fruitlessly—about improving productivity, motivating employees, and building leadership and leadership skills. Why have decades of lectures, instruction, and training that costs business billions of dollars annually been so spectacularly ineffective?

This book takes you straight to the heart of the REAL problem, and explains how to establish a new kind of work relationship that transcends any typical “Band-Aid solutions” to industry’s continuing woes.

  • Part 1 is about (1) the need to replace command-and-control supervision with leadership that inspires, guides, and supports; (2) the overwhelming evidence for the success of work-with relationships in doing so; and (3) the evidence that supervision and leadership are functional opposites.
  • Part 2 is a chronicle of my 71 years of work experience as an inspired, guided, and supported partner in satisfying and self-motivating work relationships—and my 3 years as a demoralized subordinate in command-and-control supervisory work relationships. These experiences depict the reality of the command-and-control work relationship problem and the promise of the inspiring, guiding, and supporting leadership solution to that problem.
  • Part 3 offers a practical and enjoyable learning activity for developing and sustaining the satisfying, self-motivating work relationships that allow all work-team partners to be fully engaged and exceptionally productive.

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