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SoBrief
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Teamwork 101
by John C. Maxwell • 2009
Winning teams multiply talent. The leader's playbook for knowing when to invest and when to cut.
4.04
794
Teamwork 101 Summary
Teamwork 101 90%
Winning teams multiply talent. The leader's playbook for knowing when to invest and when to cut.
by John C. Maxwell 2009
4.04
794 ratings
Leading Teams
by J. Richard Hackman • 2002
Great teams are designed, not managed. Five conditions that make real-time control obsolete.
3.92
400
Leading Teams Summary
Leading Teams 89%
Great teams are designed, not managed. Five conditions that make real-time control obsolete.
by J. Richard Hackman 2002
3.92
400 ratings
Agile Retrospectives
by Esther Derby • 2006
Why most retrospectives fail: no structure, no data, no follow-through. The fix in five phases.
3.94
3k+
Agile Retrospectives Summary
Agile Retrospectives 89%
Why most retrospectives fail: no structure, no data, no follow-through. The fix in five phases.
by Esther Derby 2006
3.94
3k+ ratings
The Resilience Factor
by Ryan T. Hartwig • 2023
Build a team that bends without breaking. The method starts with purpose, not trust falls.
4.00
16
The Resilience Factor Summary
The Resilience Factor 89%
Build a team that bends without breaking. The method starts with purpose, not trust falls.
by Ryan T. Hartwig 2023
4.00
16 ratings
Goal
by Ferran Soriano • 2009
The management playbook that rebuilt Barcelona, from the executive who led the turnaround.
4.17
468
Goal Summary
Goal 89%
The management playbook that rebuilt Barcelona, from the executive who led the turnaround.
by Ferran Soriano 2009
4.17
468 ratings
Team Topologies
by Matthew Skelton • 2019
Your org chart shapes your software; four team patterns to turn that into speed.
4.18
6k+
Team Topologies Summary
Team Topologies 89%
Your org chart shapes your software; four team patterns to turn that into speed.
by Matthew Skelton 2019
4.18
6k+ ratings
Teams That Work
by Scott Tannenbaum • 2020
Why most teams fail and what the research actually says about fixing them.
4.09
185
Teams That Work Summary
Teams That Work 89%
Why most teams fail and what the research actually says about fixing them.
by Scott Tannenbaum 2020
4.09
185 ratings
Agile Software Development
by Alistair Cockburn • 2006
Your process is never the bottleneck. Software projects move at the speed of a single conversation.
3.99
404
Agile Software Development Summary
Agile Software Development 89%
Your process is never the bottleneck. Software projects move at the speed of a single conversation.
by Alistair Cockburn 2006
3.99
404 ratings
Creating Agile Organizations
by Cesario Ramos • 2022
Scrum won't save a bad org chart. The structural redesign that makes agility possible.
4.69
16
Creating Agile Organizations Summary
Creating Agile Organizations 89%
Scrum won't save a bad org chart. The structural redesign that makes agility possible.
by Cesario Ramos 2022
4.69
16 ratings
HBR's 10 Must Reads on Teams
by Jon R. Katzenbach • 2013
Debate without damage, decide without deadlock: the HBR rules for teams that perform.
3.82
370
HBR's 10 Must Reads on Teams Summary
HBR's 10 Must Reads on Teams 89%
Debate without damage, decide without deadlock: the HBR rules for teams that perform.
by Jon R. Katzenbach 2013
3.82
370 ratings
Team Habits
by Charlie Gilkey • 2023
The playbook for changing team habits, not people, to unlock extraordinary results.
3.68
115
Team Habits Summary
Team Habits 89%
The playbook for changing team habits, not people, to unlock extraordinary results.
by Charlie Gilkey 2023
3.68
115 ratings
You Win in the Locker Room First
by Jon Gordon • 2015
Before talent can win, culture has to lead. The team-building principles that make the difference.
4.10
2k+
You Win in the Locker Room First Summary
You Win in the Locker Room First 89%
Before talent can win, culture has to lead. The team-building principles that make the difference.
by Jon Gordon 2015
4.10
2k+ ratings
Peopleware
by Tom DeMarco • 1987
Technology isn't what sinks software projects. Meetings, floor plans, and lonely teams sink them.
4.14
10k+
Peopleware Summary
Peopleware 89%
Technology isn't what sinks software projects. Meetings, floor plans, and lonely teams sink them.
by Tom DeMarco 1987
4.14
10k+ ratings
The Ideal Team Player
by Patrick Lencioni • 2016
Three traits determine whether someone will lift your team or corrode it from within.
4.07
16k+
The Ideal Team Player Summary
The Ideal Team Player 88%
Three traits determine whether someone will lift your team or corrode it from within.
by Patrick Lencioni 2016
4.07
16k+ ratings
The Power of a Positive Team
by Jon Gordon • 2018
Culture first: shared belief, zero complaining, and we-over-me thinking beat talent and strategy.
3.77
2k+
The Power of a Positive Team Summary
The Power of a Positive Team 88%
Culture first: shared belief, zero complaining, and we-over-me thinking beat talent and strategy.
by Jon Gordon 2018
3.77
2k+ ratings
The Art of Captaincy
by Mike Brearley • 1985
Cricket's hardest job: how reading a batter's fear teaches you to lead any team.
3.87
604
The Art of Captaincy Summary
The Art of Captaincy 88%
Cricket's hardest job: how reading a batter's fear teaches you to lead any team.
by Mike Brearley 1985
3.87
604 ratings
Game of Work, The
by Charles Coonradt • 1999
Why people work harder at games than at jobs, and five rules for stealing that energy.
3.83
156
Game of Work, The Summary
Game of Work, The 88%
Why people work harder at games than at jobs, and five rules for stealing that energy.
by Charles Coonradt 1999
3.83
156 ratings
The Advantage
by Patrick Lencioni • 2012
The competitive advantage hiding in plain sight: a leadership team that actually trusts each other.
4.13
16k+
The Advantage Summary
The Advantage 88%
The competitive advantage hiding in plain sight: a leadership team that actually trusts each other.
by Patrick Lencioni 2012
4.13
16k+ ratings
Smart Teams
by Dermot Crowley • 2023
Quiet the inbox. Cut the meetings. Build a team that runs on attention, not adrenaline.
Smart Teams Summary
Smart Teams 88%
Quiet the inbox. Cut the meetings. Build a team that runs on attention, not adrenaline.
by Dermot Crowley 2023
Management 3.0
by Jurgen Appelo • 2010
Software teams are complex systems. Manage them like machines and your agile rollout stalls.
4.15
3k+
Management 3.0 Summary
Management 3.0 88%
Software teams are complex systems. Manage them like machines and your agile rollout stalls.
by Jurgen Appelo 2010
4.15
3k+ ratings
The Five Dysfunctions of a Team
by Patrick Lencioni • 2002
A fractured executive team, a new CEO, and the chain of breakdowns that destroys every group.
4.11
140k+
The Five Dysfunctions of a Team Summary
The Five Dysfunctions of a Team 88%
A fractured executive team, a new CEO, and the chain of breakdowns that destroys every group.
by Patrick Lencioni 2002
4.11
140k+ ratings
Overcoming the Five Dysfunctions of a Team
by Patrick Lencioni • 2002
Your team nods along and then does nothing. The meeting practices that turn agreement into action.
4.11
4k+
Overcoming the Five Dysfunctions of a Team Summary
Overcoming the Five Dysfunctions of a Team 88%
Your team nods along and then does nothing. The meeting practices that turn agreement into action.
by Patrick Lencioni 2002
4.11
4k+ ratings
High-Impact Tools for Teams
by Stefano Mastrogiacomo • 2021
Most teams fail because misalignment and fear go undiagnosed. Five tools surface both.
4.00
213
High-Impact Tools for Teams Summary
High-Impact Tools for Teams 88%
Most teams fail because misalignment and fear go undiagnosed. Five tools surface both.
by Stefano Mastrogiacomo 2021
4.00
213 ratings
Winners
by Alastair Campbell • 2015
The system winners use, decoded by a political strategist from champions in sport and business.
3.89
1k+
Winners Summary
Winners 88%
The system winners use, decoded by a political strategist from champions in sport and business.
by Alastair Campbell 2015
3.89
1k+ ratings
Lean Software Development
by Mary Poppendieck • 2003
The lean manufacturing toolkit, adapted for software teams: cut waste, ship faster, decide later.
4.19
1k+
Lean Software Development Summary
Lean Software Development 88%
The lean manufacturing toolkit, adapted for software teams: cut waste, ship faster, decide later.
by Mary Poppendieck 2003
4.19
1k+ ratings
Clockwork
by Mike Michalowicz • 2018
Delegate everything but one role. Design the rest to run itself. Prove it with a month off.
4.26
2k+
Clockwork Summary
Clockwork 88%
Delegate everything but one role. Design the rest to run itself. Prove it with a month off.
by Mike Michalowicz 2018
4.26
2k+ ratings
Revolutionize Teamwork
by Eric Coryell • 2019
Three kinds of teams: only one handles pressure without you. Here's how to build it.
3.92
95
Revolutionize Teamwork Summary
Revolutionize Teamwork 88%
Three kinds of teams: only one handles pressure without you. Here's how to build it.
by Eric Coryell 2019
3.92
95 ratings
Legacy
by James Kerr • 2013
The leadership code of the All Blacks: why the world's winningest team sweeps its own locker room.
4.10
12k+
Legacy Summary
Legacy 88%
The leadership code of the All Blacks: why the world's winningest team sweeps its own locker room.
by James Kerr 2013
4.10
12k+ ratings
The Wisdom of Teams
by Jon R. Katzenbach • 1993
Why most groups that call themselves a team perform worse than if they had never tried.
3.84
1k+
The Wisdom of Teams Summary
The Wisdom of Teams 88%
Why most groups that call themselves a team perform worse than if they had never tried.
by Jon R. Katzenbach 1993
3.84
1k+ ratings
Who Not How
by Dan Sullivan • 2020
Delegation isn't outsourcing busywork. It's breaking through ceilings you couldn't crack alone.
4.15
6k+
Who Not How Summary
Who Not How 88%
Delegation isn't outsourcing busywork. It's breaking through ceilings you couldn't crack alone.
by Dan Sullivan 2020
4.15
6k+ ratings
Beyond Basketball
by Mike Krzyzewski • 2006
A dynasty runs on attitudes, not talent: a legendary coach's method for building them.
4.09
1k+
Beyond Basketball Summary
Beyond Basketball 88%
A dynasty runs on attitudes, not talent: a legendary coach's method for building them.
by Mike Krzyzewski 2006
4.09
1k+ ratings
Read This Before Our Next Meeting
by Al Pittampalli • 2011
Meetings: decide first, then meet. A framework for fast, prepared, decision-driven sessions.
3.75
3k+
Read This Before Our Next Meeting Summary
Read This Before Our Next Meeting 88%
Meetings: decide first, then meet. A framework for fast, prepared, decision-driven sessions.
by Al Pittampalli 2011
3.75
3k+ ratings
Bad Blood
by John Carreyrou • 2018
Department infighting is not a personality problem. Here is the structural fix.
4.40
284k+
Bad Blood Summary
Bad Blood 88%
Department infighting is not a personality problem. Here is the structural fix.
by John Carreyrou 2018
4.40
284k+ ratings
Strategic Doing
by Edward Morrison • 2019
When you can't command, collaborate. Ten skills for getting networked groups from talk to action.
3.90
268
Strategic Doing Summary
Strategic Doing 88%
When you can't command, collaborate. Ten skills for getting networked groups from talk to action.
by Edward Morrison 2019
3.90
268 ratings
Unboss
by Jacob Bøtter • 2012
The boss is obsolete. Your next leader serves, partners, tears down walls, and puts purpose first.
3.85
174
Unboss Summary
Unboss 88%
The boss is obsolete. Your next leader serves, partners, tears down walls, and puts purpose first.
by Jacob Bøtter 2012
3.85
174 ratings
Gridiron Genius
by Michael Lombardi • 2018
Culture wins before talent takes the field: the leadership system behind football's longest dynasty.
4.08
2k+
Gridiron Genius Summary
Gridiron Genius 88%
Culture wins before talent takes the field: the leadership system behind football's longest dynasty.
by Michael Lombardi 2018
4.08
2k+ ratings
The Hard Hat
by Jon Gordon • 2015
A player dies mid-game. His team doesn't break. His unspoken rules for selflessness are the reason.
4.15
2k+
The Hard Hat Summary
The Hard Hat 88%
A player dies mid-game. His team doesn't break. His unspoken rules for selflessness are the reason.
by Jon Gordon 2015
4.15
2k+ ratings
Fixing your Scrum
by Ryan Ripley • 2020
When sprints ship nothing and standups ring hollow, the framework isn't your problem.
4.32
125
Fixing your Scrum Summary
Fixing your Scrum 88%
When sprints ship nothing and standups ring hollow, the framework isn't your problem.
by Ryan Ripley 2020
4.32
125 ratings
The McKinsey Engagement
by Paul N. Friga • 2008
The consulting playbook for team problem solving: four rules for people, five for analysis.
3.56
539
The McKinsey Engagement Summary
The McKinsey Engagement 88%
The consulting playbook for team problem solving: four rules for people, five for analysis.
by Paul N. Friga 2008
3.56
539 ratings
The Connector Manager
by Jaime Roca • 2019
Constant coaching degrades performance by 8 percent. The fix: connect employees to the right people.
3.79
218
The Connector Manager Summary
The Connector Manager 88%
Constant coaching degrades performance by 8 percent. The fix: connect employees to the right people.
by Jaime Roca 2019
3.79
218 ratings
Above the Line
by Urban Meyer • 2015
Most people react on autopilot. Champions pause and choose. A coach's playbook for the difference.
4.14
3k+
Above the Line Summary
Above the Line 88%
Most people react on autopilot. Champions pause and choose. A coach's playbook for the difference.
by Urban Meyer 2015
4.14
3k+ ratings
A Team of Leaders
by Paul Gustavson • 2014
Turn your team from hierarchy to distributed leadership through five deliberate design stages.
3.89
132
A Team of Leaders Summary
A Team of Leaders 88%
Turn your team from hierarchy to distributed leadership through five deliberate design stages.
by Paul Gustavson 2014
3.89
132 ratings
Behind Closed Doors
by Johanna Rothman • 2005
Saying no, coaching honestly, and building real trust: the learnable skills behind every great team.
3.98
1k+
Behind Closed Doors Summary
Behind Closed Doors 88%
Saying no, coaching honestly, and building real trust: the learnable skills behind every great team.
by Johanna Rothman 2005
3.98
1k+ ratings
The Surprising Science of Meetings
by Steven G. Rogelberg • 2018
You overrate your meetings. The feedback tools and unconventional formats that actually fix them.
3.65
854
The Surprising Science of Meetings Summary
The Surprising Science of Meetings 88%
You overrate your meetings. The feedback tools and unconventional formats that actually fix them.
by Steven G. Rogelberg 2018
3.65
854 ratings
Wooden on Leadership
by John Wooden • 2005
The coach who won ten titles in twelve years reveals why he never mentioned winning.
4.40
5k+
Wooden on Leadership Summary
Wooden on Leadership 88%
The coach who won ten titles in twelve years reveals why he never mentioned winning.
by John Wooden 2005
4.40
5k+ ratings
Summary
by Frank Collins • 2017
Daily operations bury your most important goals. Four disciplines for getting them done anyway.
4.17
18
Summary Summary
Summary 88%
Daily operations bury your most important goals. Four disciplines for getting them done anyway.
by Frank Collins 2017
4.17
18 ratings
Future of Management
by Gary Hamel • 1996
Product innovations get copied. Management innovations endure. Winners reinvent how work is done.
4.03
1k+
Future of Management Summary
Future of Management 88%
Product innovations get copied. Management innovations endure. Winners reinvent how work is done.
by Gary Hamel 1996
4.03
1k+ ratings
Start at the End
by Dan Bigham • 2021
Great achievements aren't built forward. They're reverse-engineered from an impossible finish line.
4.07
179
Start at the End Summary
Start at the End 88%
Great achievements aren't built forward. They're reverse-engineered from an impossible finish line.
by Dan Bigham 2021
4.07
179 ratings
Become an Effective Software Engineering Manager
by James Stanier • 2020
Your code stops being the product. A field manual for the engineer stepping into management.
4.35
599
Become an Effective Software Engineering Manager Summary
Become an Effective Software Engineering Manager 88%
Your code stops being the product. A field manual for the engineer stepping into management.
by James Stanier 2020
4.35
599 ratings
The Synergist
by Les McKeown • 2012
Every team holds three clashing instincts. A fourth role breaks the cycle, and anyone can learn it.
4.10
221
The Synergist Summary
The Synergist 88%
Every team holds three clashing instincts. A fourth role breaks the cycle, and anyone can learn it.
by Les McKeown 2012
4.10
221 ratings
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