Cover -- Praise for Smart Leaders, Smarter Teams -- Title page -- Copyright page -- Dedication -- Contents -- Preface -- Who This Book Is For -- Overview of the Book -- Background -- CHAPTER 1: How Well Does Your Team Really Work? -- "One Leader in the Room"? -- Stuck in Unilateral Control: An Example -- Why Leaders Stay Stuck -- Changing an Unproductive Mindset -- Adopting Fresh Assumptions -- Aligning Structures with Your Values -- Avoiding What You Can't Share -- Building Trust Across Relationships -- Mindset Is Key to Changing How You Lead -- Your Mindset as an Operating System -- The Limiting Mindset: Unilateral Control -- The Transforming Mindset: Mutual Learning -- Mind the Gap -- CHAPTER 2: How You and Your Team Get Stuck: The Unilateral Control Approach -- Why Unilateral Control Gets Results You're Trying to Avoid -- Values Built Into the Unilateral Control Mindset -- Assumptions Built Into the Unilateral Control Mindset -- Recognizing the Unilateral Control Mindset in Yourself -- Unilateral Control Behavior -- Results of Unilateral Control -- How Unilateral Control Reinforces Itself -- Do You Have a Choice? -- CHAPTER 3: Getting Unstuck to Get Results: The Mutual Learning Approach -- Values of the Mutual Learning Mindset -- Transparency and Curiosity: Creating a Common Pool of Understanding for Better Results -- Informed Choice and Accountability: For Better Decisions and Commitment -- Compassion -- Assumptions of the Mutual Learning Mindset -- Mutual Learning Behaviors -- Results of Mutual Learning -- Better Team Performance -- Better Team Working Relationships -- Greater Individual Well-Being -- How Mutual Learning Reinforces Itself -- Is Unilateral Control Still an Option? -- Extending Mutual Learning to the Whole Team -- A Team Mindset of Mutual Learning -- Team Behaviors -- Team Design.

CHAPTER 4: Getting the Puzzle Pieces on the Table: Mutual Learning Behaviors 1-4 -- Behavior 1: State Views and Ask Genuine Questions -- Raise Your Curiosity, Don't Lower Your Passion -- Make Sure Your Questions Are Genuine -- Curiosity Doesn't Mean Agreement -- Behavior 2: Share All Relevant Information -- Share Information That Doesn't Support Your View -- Share Information Even If It Might Upset Others -- Share Your Feelings -- Be Timely in Sharing Information -- Be Transparent When You Can't Be Transparent -- Behavior 3: Use Specific Examples and Agree on What Important Words Mean -- Name Names -- Ask What You Really Want to Know -- Use Examples to Agree on What Important Words Mean -- Behavior 4: Explain Reasoning and Intent -- The Transparency Test -- Don't Bury the Lead -- Half-Way There -- CHAPTER 5: Putting the Puzzle Together: Mutual Learning Behaviors 5-8 -- Behavior 5: Focus on Interests, Not Positions -- Four Steps to Building Commitment -- Why Listing Pros and Cons Doesn't Work -- "Don't Come With a Problem Unless You Have a Solution" -- Behavior 6: Test Assumptions and Inferences -- Don't Believe Everything You Think -- How You Tell Yourself Stories: The Ladder of Inference -- Becoming Aware of Your Ladder of Inference -- Lowering Your Ladder: Making Your Inferences Testable -- Testing Your Inference -- Testing Inferences in a Team -- Behavior 7: Jointly Design Next Steps -- Beginning Meetings: Purpose Before Process Before Content -- Keeping the Meeting on Track -- Resolving Disagreements Over Facts -- Degrees of Joint Design -- Behavior 8: Discuss Undiscussable Issues -- The Cost of Undiscussable Issues -- Discussing Undiscussable Issues in Your Team -- A Summary of Behaviors -- CHAPTER 6: Designing for Mutual Learning -- Watch Your Mindset as You Design -- The Big Picture: Structure, Process, and Context.

Is Your Team a Real Team? -- The Team Has a Team Task -- Members Know Who's on the Team -- The Team Membership Is Stable -- Real Team or Team in Name -- Team Structure -- Clear Mission and Shared Vision -- Clear Goals -- Motivating Task -- Appropriate Membership -- Clearly Defined Roles, Including Leadership -- Effective Team Culture -- Team Norms, Including Mutual Learning Behaviors -- Reasonable Workload -- Team Process -- Effective Problem Solving -- Appropriate Decision Making -- Productive Conflict Management -- Balanced Communication -- Clear Boundary Management -- Team Context -- Clear Organizational Mission and a Shared Vision -- A Supportive Organizational Culture -- Rewards Consistent with Objectives -- Information, Including Feedback -- Resources -- Training and Consultation -- Physical Environment -- Stay Congruent -- CHAPTER 7: Dealing With Common Team Challenges -- Preparing for Meetings -- During Meetings -- Go Broad Before You Go Deep -- Don't Hold Back -- Dealing with Nonverbal Behavior -- Giving Feedback -- Working as a Team When You're Not Together -- Talking About Teammates Who Aren't Present -- Preventing End Runs -- When Direct Reports Can't Agree -- Using Mutual Learning in E-Mail -- A Qualification to "Speaking with One Voice" as a Team -- Helping Your Team Influence You -- CHAPTER 8: Becoming a Smarter Leader -- Beginning the Journey -- Take Stock -- Develop a Personal Action Plan -- Talk with Your Team About What You Are Doing -- "Show and Tell" or Only "Show"? -- Explain Your Reasoning and Intent -- Discuss How Your Changing Will Affect the Team -- Develop Team Support Through Feedback -- Continuing Your Personal Progress -- CHAPTER 9: Becoming a Smarter Team -- Beginning the Team Journey -- Taking Private Stock Again -- Beginning to Talk with the Team -- Digging Deeper -- Joint Planning -- Goals.

Support and Other Arrangements -- Be Clear About the Decision-Making Rule -- Be the Change . . . -- Notes -- Acknowledgments -- About the Author -- Index -- About Roger Schwarz & Associates -- Introducing the Smart Leaders, Smarter Teams Keynote -- More about Roger Schwarz & Associates' Work with Clients.