What is *Smart Teams* by Dermot Crowley about?

*Smart Teams* by Dermot Crowley provides actionable strategies to transform unproductive team behaviors into collaborative, high-performance workflows. It emphasizes fostering "superproductive" cultures by reducing email overload, streamlining meetings, and improving project coordination. The book equips leaders and teams with principles to enhance communication, accountability, and work-life balance while achieving impactful results.

Who should read *Smart Teams*?

This book is ideal for managers, team leaders, and professionals seeking to improve team productivity and collaboration. It offers practical guidance for those struggling with inefficient meetings, email overload, or fragmented workflows. Remote teams, project managers, and organizational leaders will find actionable tactics to build trust and drive results.

Is *Smart Teams* worth reading?

Yes, *Smart Teams* is valuable for its evidence-based frameworks to address common productivity pitfalls. Crowley combines leadership insights with step-by-step strategies, such as creating team charters and reducing interruptions. Reviews highlight its practicality for fostering accountability and improving workplace dynamics.

What are the key principles of *Smart Teams*?

The book outlines four pillars of high-performing teams: **purpose**, **autonomy**, **mastery**, and **collaboration**. It stresses aligning teams around clear goals, empowering decision-making, developing skills, and fostering open communication. Crowley also emphasizes "superproductivity" through intentional workflows and reduced distractions.

How does *Smart Teams* suggest improving meetings?

Crowley advocates for **fewer, shorter, and more focused meetings**. Tips include setting agendas, limiting attendance to key stakeholders, and using collaboration tools for pre-meeting updates. The goal is to minimize time wasted in unproductive discussions and prioritize actionable outcomes.

What are "superproductive" behaviors in *Smart Teams*?

"Superproductive" behaviors involve minimizing interruptions, reducing email noise, and promoting deep work. Teams establish norms like designated "focus hours," clear communication channels, and project management systems to avoid multitasking and context-switching.

How does *Smart Teams* address email overload?

The book recommends setting email protocols, such as avoiding unnecessary "reply all" responses and using subject-line keywords (e.g., "ACTION" or "FYI"). Teams are encouraged to replace lengthy email threads with quick check-ins or collaborative platforms for real-time updates.

What role do leaders play in *Smart Teams*?

Leaders are tasked with modeling productive behaviors, setting team agreements, and providing resources for success. Crowley highlights the importance of trust-building, conflict resolution, and empowering team members to take ownership of their roles.

스마트 팀 요약

함께 더 잘 일하는 방법

더멋 크롤리

3.62(68 Reviews)

스마트 팀 요약 개요

"Smart Teams"는 생산성을 소리 없이 저하시키는 직장 내 마찰을 제거하는 방법을 밝힙니다. Dermot Crowley의 2018년 가이드는 소통과 효율성 사이의 찾기 힘든 균형을 추구하는 비즈니스 리더들에게 필수적인 필독서가 되었습니다. 지금 당신의 팀이 직면하고 있는 숨겨진 생산성 저하 요인은 무엇인가요?

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1장

The Productivity Revolution Begins with Smart Teams

When was the last time you felt truly productive at work? Not just busy, but genuinely productive? If you're like most professionals, those moments are increasingly rare. While we've mastered personal productivity hacks and time management tricks, we're still drowning in emails, meetings, and urgent requests. Why? Because the missing piece isn't individual productivity-it's team productivity. Dermot Crowley's "Smart Teams" tackles this exact problem, showing how our daily interactions with colleagues create either friction or flow. As a productivity expert who's worked with organizations like Commonwealth Bank, PepsiCo, and KPMG, Crowley reveals the counterintuitive truth: slowing down actually helps teams accomplish more. This book has become required reading for forward-thinking organizations navigating the post-COVID hybrid workplace, with companies reporting 30-40% productivity gains after implementing its principles. Even productivity guru David Allen called it "the missing manual for modern teamwork." Let's explore how your team can transform from merely productive to genuinely superproductive.

2장

From Friction to Flow: The Game Theory of Productivity

Imagine sailing a boat with barnacles gradually building up on the hull-the friction slowly increases until you're expending enormous energy just to maintain speed. This is exactly what happens in most workplaces. The constant barrage of emails, meetings, and interruptions creates a productivity-killing friction that makes everything harder than it should be. The solution lies in what Crowley calls "game theory productivity," inspired by Nobel Prize winner John Nash's equilibrium theory. The best results come when everyone does what's best for both themselves and the group. In productivity terms, this means adopting a "serving mindset" that balances personal efficiency with team effectiveness. Most of us operate with either a selfish mindset (focusing solely on our own productivity regardless of how it affects others) or a selfless mindset (helping everyone else at the expense of our own work). The selfish worker might ignore meeting invitations without responding, leaving organizers uncertain about attendance. The selfless worker responds to every email immediately, constantly interrupting focused work to assist others. Neither approach works. The serving mindset offers a middle ground where we consider both levels simultaneously. This means slowing down to think about how our actions affect others-like taking an extra moment to write a clear email subject line or declining a meeting we can't meaningfully contribute to. Think about it: How often do you send rushed, poorly written emails that create extra work for recipients? Or accept meeting invites when you know you can't attend? These seemingly minor behaviors compound across an organization, creating massive productivity drains. The payoff comes when this mindset spreads throughout a team. When everyone operates with awareness of how their actions affect the group, productivity increases exponentially. It's like removing those barnacles from the boat-suddenly everything moves with less effort. The serving mindset is the foundation for transforming workplace friction into flow.

들리는 모든 단어를 눈으로 확인하세요

스마트 팀 요약의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

3장

The Four Horsemen of Productivity Apocalypse

Four key productivity killers plague modern workplaces, creating the friction that makes work unnecessarily difficult and diminishing both output quality and worker satisfaction. First, information overload drowns us in digital noise. While 50-60 daily emails might be manageable, many workers face 200-300 emails daily, causing elevated stress levels and decision fatigue. Beyond email, we juggle numerous information systems-messaging apps like Slack and Teams, video calls, collaboration tools like Asana and Trello, and various management platforms. Studies show that workers spend up to 2.5 hours daily just searching for information across these systems. Most of this information is just noise drowning out important signals, with research suggesting only 20% of received information is actually crucial for daily work. We need to reduce the volume and return to more focused approaches, such as designated communication channels for different priorities. Second, we spend too much time in unfocused meetings. Calendars filled with back-to-back meetings leave little time for individual work, with the average worker spending 23 hours per week in meetings. Crowley compares inefficient meetings to the Irish joke about six workers digging a hole-one digging, five watching. This meeting overload creates a paradox where collaboration actually reduces productivity. Without balance between collaborative and individual work time, productivity drops and people compensate by working longer hours, often extending their workday by 2-3 hours just to complete basic tasks. Third, constant distractions and interruptions fragment our attention. Research shows it takes 23 minutes to fully regain focus after an interruption, yet the average worker is interrupted every 11 minutes. Ironically, we're often our own worst enemies-leaving email alerts on because we enjoy the dopamine hit of new messages while simultaneously complaining about it. This self-sabotaging behavior prevents us from taking advantage of focused work time when it's available. Studies indicate that knowledge workers spend only 1.5 hours per day in deep, focused work. Fourth, unnecessary urgency drives us to react rather than respond thoughtfully. Many workers end each day without accomplishing what they intended because they're driven by urgency rather than importance. In urgency-driven cultures, people constantly react to bosses, customers, colleagues, and their own impulses, with studies showing up to 70% of work time spent on urgent but not important tasks. This reactivity reduces output quality, increases stress levels by 27% according to research, and diminishes motivation through constant firefighting. These four issues create what Crowley calls "work friction rather than work flow," making everything harder and slower. The cycle of chasing tasks, rework, and falling behind creates more urgency, perpetuating the problem. What we need is a "slow work" movement similar to the slow food movement-creating responsive rather than reactive cultures by slowing down to produce quality work efficiently. Organizations that have implemented such approaches report up to 40% higher productivity and 25% lower stress levels. Paradoxically, this approach would result in more work done in less time, with some companies reporting completing the same work in 32 hours that previously took 40.

4장

The Five Levels of Organizational Productivity

Organizations typically exist at one of five productivity levels, with most struggling at the lower levels. Understanding where your organization stands is the first step toward improvement. At Level 1 (Disruptive), leadership teams may talk about productivity while inadvertently creating problems through behaviors that negatively impact it. The constant pressure to achieve results leads to a reactive culture with fuzzy priorities and little support for productive work. Everyone works long hours, lurching between urgent issues, drowning in email and back-to-back meetings. At Level 2 (Passive), leadership may not actively cause productivity issues but fails to protect teams from them. They ignore the need to improve productivity, believing outdated methods and cobbled-together systems are sufficient. Leaders may resist adopting new productivity-enhancing technology, convinced their existing toolkit works fine. At Level 3 (Productive), organizations have invested in developing individual productivity skills, but the gains are limited as individual efficiencies are offset by friction caused by coworkers. The next step requires adopting shared productivity principles that enhance team productivity. At Level 4 (Collaborative), organizations experience greater work flow and team effectiveness where "the sum is greater than the parts." However, the initial excitement around new protocols often fades as people revert to old habits, turning productivity principles into ignored wall posters. At Level 5 (Superproductive), teams experience sustained productivity increases with minimal resistance. Everyone works in ways that enhance both personal productivity and the productivity of those around them. These mindsets become part of the organization's DNA, persisting even as team members come and go. Moving up these levels requires leadership that prioritizes productivity and models productive behaviors. As Crowley notes, organizational cultures mirror leadership work styles-if leaders are reactive, disorganized, and chaotic, the culture will reflect this. Even with great training, individuals can be dragged back into reactive "firefighter mode" by the surrounding culture. The journey from disruptive to superproductive isn't quick or easy, but the rewards are substantial-reduced stress, improved work quality, better work-life balance, and significantly higher output.

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5장

The Four Qualities of Smart Teams

Building a smart team requires members who work effectively together by adopting shared productive behaviors. Most people want to do their best but can let the team down when overwhelmed. The foundation lies in four key qualities that directly impact team productivity. First, smart teams are purposeful. They work with clear intent on high-impact activities, maintaining focus on priorities rather than being distracted by urgency or busywork. Many have lost their sense of purpose at work, responding to emails and urgency rather than importance. Successful companies like Amazon, Apple, and Atlassian build teams with strong shared purpose that drives everything, including productivity. Second, smart teams are mindful. While inward mindfulness helps maintain personal focus in a distraction-filled environment, outward mindfulness means considering how our behaviors affect others' productivity. This embodies "game theory productivity"-behaving in ways that serve both individual and group needs. Unfortunately, mindlessness manifests daily through excessive communication noise, meeting distractions, and rushed work that creates more problems. Third, smart teams are punctual. Punctuality should be non-negotiable-not just for meetings but for work delivery, email responses, and returning messages. This requires proactive work habits and sophisticated action management systems beyond simple to-do lists. One former Microsoft executive with a naval background expected team members to arrive five minutes early to meetings, using the analogy that "if you arrive after 8 am, the ship has sailed." Fourth, smart teams are reliable. Team players take ownership and accountability for their work, deadlines, and promises rather than falling victim to busy schedules. Being reliable means maintaining control over your work, which includes the responsibility to say "no" and negotiate workload when appropriate. This "do what you say" mindset combined with an organized approach creates the trust that teams need to function effectively. When teams embrace these four qualities, they create powerful productive outcomes: focus, respect, trust, and impact. However, general qualities alone won't change behaviors or provide accountability. To create lasting cultural change, teams need specific productivity principles that provide clear guidance for real situations.

6장

Productivity Principles: From Qualities to Behaviors

While the four qualities provide direction, they don't necessarily change behaviors or enable accountability in busy workplaces. Creating cultural change requires moving from general qualities to specific principles that shape every interaction from meetings to emails. Productivity principles are tangible, situation-specific examples of qualities in action. For example, punctuality in meetings might translate to principles like "turn up on time," "finish meetings on time," and "use an agenda to manage time." Similarly, mindfulness in email might mean "reduce email noise" or "copy with purpose." Rather than adopting generic principles, teams should develop their own to address their specific productivity challenges. This approach ensures relevance and builds ownership. When principles are created collaboratively and championed by everyone rather than enforced by management, they gain greater buy-in. A practical approach to developing relevant productivity principles is to identify current productivity problems and "flip" them into positive principles. For example, if excessive CC'ing creates email overload, the principle becomes "CC with purpose." The most effective principles are specific and actionable-rather than simply saying "finish meetings on time," specify "start wrap-up process with ten minutes to go." Creating productivity principles shouldn't be a one-off exercise but reviewed every six to twelve months. The real value comes not just from adopting the list but from the collaborative process of discussing, debating, and agreeing on solutions as a team. This shared exercise ensures meaningful cultural shift rather than simply imposing rules from above. A focused set of 8-12 well-executed principles is more effective than numerous poorly implemented ones. These principles must be consistently discussed, demonstrated, and lived by everyone to create meaningful cultural change. In high-performing teams, members hold themselves and each other accountable, rather than relying on management to police behaviors-much like good parenting instills values that guide independent decision-making.

들리는 모든 단어를 눈으로 확인하세요

스마트 팀 요약의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

7장

Communication Revolution: Making Less Noise

Email has become both a blessing and curse in modern workplaces. While promising efficiency, the reality often includes overflowing inboxes, constant interruptions, and heightened stress. The very ease of sending emails has created a culture where hundreds of messages daily is normal, with noise drowning out signal. Email overload creates three major productivity challenges: disruption through constant interruptions (with CC and Reply All being major culprits); inbox bottlenecks that delay responsiveness and create more work; and heightened stress levels from the sheer volume. Research by Dr. Thomas Jackson with Loughborough University demonstrates a clear link between email overload and elevated stress levels. Organizations typically have four main communication tools, each with optimal contexts: conversations (informal, same-time interactions for cut-through); meetings (formal, same-time collaboration); email (formal, any-time content delivery); and posts on shared platforms (informal, any-time context sharing). Teams should thoughtfully select the right tool for each situation rather than defaulting to email. Face-to-face conversations, phone calls, or instant messaging can often replace lengthy email chains. A two-minute conversation between two people might eliminate 15 emails between five people. Well-planned meetings remain necessary for collaboration, particularly for making decisions, developing strategies and plans, allocating actions, and brainstorming ideas. Email is ideal for delivering attached documents or outlining understanding of issues. Posts on shared platforms excel when readers need context, as they display conversation threads within the framework of projects, topics, issues, or client relationships. The key to focused communications is asking the right questions using a simple three-step process: 1) Plan the WHY-clarify what outcome you want to achieve; 2) Write the WHAT-structure your message for easy understanding; 3) Send to WHO-consider carefully who needs this information. The SSS approach provides a simple format for writing effective emails: Subject, Summary, and Supporting information. A strong subject line creates focus by accurately describing contents like a newspaper headline. The summary offers an "executive summary" with required actions upfront, providing clarity that encourages timely responses. Finally, supporting information delivers context for readers who need deeper understanding. Before pressing Send, carefully consider who truly needs your message. Email noise is a shared problem requiring shared solutions. Think about the noise you generate for colleagues, and adopt the "Pause, Think, Send" approach as a circuit-breaker to your automatic email habits.

8장

Meetings That Actually Work

Meetings consume enormous amounts of time, with senior executives spending up to 90% of their workweek in them and middle managers dedicating around two days weekly. This significant drain on productivity is especially problematic when meetings are poorly organized. While completely eliminating meetings isn't practical, we should target four 25% reductions: fewer meetings overall, shorter meeting durations, fewer participants per meeting, and less time wasted during meetings. This approach could dramatically increase productivity without sacrificing necessary collaboration. Reducing meeting frequency requires conscious effort and establishing boundaries around how time is used. Most roles should allocate no more than half of work hours to meetings, protecting the remainder for other tasks. This requires attending only meetings with clear purpose, finding alternative ways to achieve objectives without meetings, and treating available time as a precious resource with defined limits. Meetings default to one hour because of calendar systems, not because the content requires it. Parkinson's Law states that "work expands so as to fill the time available for its completion"-meaning an hour-long meeting will take an hour, while a 45-minute meeting will take 45 minutes and might be more productive due to increased focus. Meeting durations should be dictated by the content and agenda, not arbitrary defaults. Many meetings suffer from excessive attendance, with often just one or two people doing most of the talking while others merely observe. Research shows that including more than seven participants reduces decision effectiveness by 10% per additional person. Jeff Bezos follows his "two pizza rule"-limiting meeting participants to the number that could be fed by two pizzas. Most meetings are planned backward-starting with logistics (who, where, when) before determining context and content (why, what). This leads to unfocused gatherings that waste resources. The 5W approach provides a structured planning method that begins with purpose: Why (set the purpose), What (create the agenda), Who (choose the resources), Where (create the right environment), and When (work the timing). Setting and communicating a clear "meeting purpose statement" is the single most important factor in improving meeting quality. This statement should be explicitly included in meeting invitations and use language that describes clear deliverables. An awesome meeting follows a 10/80/10 structure: 10% to focus attendees on the agenda and objectives, 80% for managing the agenda and keeping things on track, and 10% for confirming next steps and actions. The meeting leader should manage personalities, keep discussions on topic, use a "parking lot" for off-topic items, and ensure everyone leaves with clarity about their commitments and deadlines.

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9장

Creating Collaborative Project Success

Projects represent our most complex work endeavors, from major initiatives with long timeframes and big budgets to smaller tasks like reports and team events. Making projects visible to all stakeholders creates clarity and understanding. A simple framework using the why, what, when, and who questions helps teams collaborate effectively on projects of any size. Productive collaboration requires three essential ingredients: alignment on shared goals, agreement on how to work together, and awareness to monitor and adjust behaviors. Without these elements, teams create friction that impedes productivity and success. Like successful sports teams, workplace teams need alignment on both goals and execution strategy. When everyone understands what needs to be achieved and why it matters, work becomes less reactive and more proactive. This alignment creates a foundation for better decision-making, prioritization, and negotiation. Beyond alignment on goals, teams need explicit agreements on how they'll work together. These working agreements should cover communication methods, meeting protocols, issue resolution, and progress tracking. Teams often focus on clarifying the work but neglect discussing how they'll collaborate. Once alignment and agreements are established, teams must monitor their collaborations and adjust disruptive behaviors. Regular project meetings should include time to identify productivity frictions that may be impeding progress. Simple questions about meeting effectiveness, email volume, and work visibility, asked regularly, put team productivity permanently on the agenda. For project management, begin by ensuring your team understands the project's purpose and its connection to business outcomes. After establishing purpose, define what needs to be done by starting at a high level before drilling down. First, identify project objectives-what will be different after completion. Next, outline tangible deliverables-the physical outputs like products, tools, or process changes. Finally, create a work breakdown structure listing all tasks needed to complete each deliverable. Project success depends on people. Identify key roles: the project manager who runs the team, the sponsor who approves finances and connects to senior management, and team members with appropriate capabilities and capacity. Map stakeholders who need input or updates-management, end users, suppliers, technical experts, government bodies, or other business units. Complex projects require thoughtful scheduling beyond just identifying deadlines. Too many projects run "on the fly" with tasks allocated but no control over when work should start or how long tasks might take. When project tasks get buried in someone's inbox, they risk being left until the last minute, causing stress and missed deadlines. Selecting the right project management tool depends on project complexity and team size. For complex projects with many team members, full-blown project management tools like MS Project offer valuable features. Mind mapping helps break down projects into logical chunks with natural groupings of tasks. Cloud-based tools like Asana, Trello, Jira, and MS Planner offer simple, visual project management for teams. For simple projects with few people, a visual checklist may be sufficient.

10장

Building a Smart Team Culture

Creating a productive culture where flow replaces friction requires thoughtful leadership and strategic implementation. Even as a small cog in a large organization, you can create positive change by starting with your own team's culture and watching how these behaviors influence others. Just as micro-climates create different conditions in specific areas, teams can develop micro-cultures that operate differently from the wider organization. A culture is simply a set of collective habits practiced consistently over time. By focusing on your immediate team rather than the entire organization, you'll achieve faster results and potentially become the team others aspire to emulate. Leaders have three critical roles: replacing fear with confidence, replacing confusion with clarity, and mobilizing teams toward a better future. Cultural change requires committed leadership by example, not just support. When leaders fail to participate fully in productivity initiatives, teams quickly revert to old habits. Leaders should adopt the medical principle of "first, do no harm" regarding their team's productivity. Too often, leaders themselves cause disruption through last-minute delegation, unnecessary meetings, or requesting time-consuming reports that go unused. By avoiding these productivity-harming behaviors, leaders give their teams a chance to work proactively and productively. As a leader, everything you do sends a message that your team notices. Like Snow White caught smoking at Disney (ruining the fantasy for a young visitor), leaders who don't uphold their own standards lose credibility. Every meeting, delegation, email, or lack of response communicates your values. No one follows a leader they don't believe in or respect. Rather than implementing every idea at once, focus on several targeted projects to gradually transform team culture. By tackling one project per month, teams can evolve their productivity practices over time. Like plates spinning on poles, once one practice is established, another can be introduced while maintaining the first. This approach creates tangible positive changes by embedding new collective habits. Potential projects include: establishing productivity principles; reducing interruptions; dialing down urgency; implementing a meeting diet; standardizing meeting agendas; reducing email volume; implementing alternative communication tools; and improving project visibility. Leaders must champion these projects, demonstrate the behaviors, maintain accountability, and regularly check progress-challenging but worthwhile work. As Calvin Coolidge said, "We cannot do everything at once, but we can do something at once." The journey to becoming a smart team begins with a single step-what will yours be?

★★★★★

스마트 팀 요약 완독을 축하합니다

“23일째 매일 사용하고 있어요. 이제 제 일상의 한 부분이 되었습니다.”

jayallen

스마트 팀 요약의 핵심 주제

team communication protocols
reducing workplace friction
meeting culture reform
collaborative productivity
information overload management

스마트 팀 요약의 명문장

Slowing down actually helps teams accomplish more.
The missing piece isn't individual productivity-it's team productivity.
Most of this information is just noise drowning out important signals.
Constant distractions and interruptions fragment our attention.
We need is a slow work movement.

스마트 팀 요약의 등장인물

Dermot CrowleyAuthor and productivity expert
John NashNobel Prize winner and equilibrium theorist

저자 소개

Smart Teams의 저자인 더모트 크롤리(Dermot Crowley)는 호주의 생산성 전문가이자 Adapt Productivity의 설립자로, 업무 효율성과 협업 전략을 전문으로 하고 있습니다.

20년 이상의 경력을 보유한 크롤리는 실용적인 프레임워크와 Microsoft Outlook과 같은 도구를 결합하여 팀 역학을 변화시킴으로써 현대 생산성 분야의 선도적인 인물로 자리매김했습니다. 그의 작업은 업무의 우선순위 지정, 디지털 과부하 감소, 그리고 급변하는 환경에서의 책임감 배양을 강조합니다.

그는 Smart Teams 외에도 베스트셀러인 Smart Work와 *Urgent!*를 집필하였으며, 이 책들은 개인과 조직의 효율성을 위한 실행 가능한 시스템을 제공합니다. 크롤리의 방법론은 호주의 대기업, 금융 기관 및 정부 기관에서 널리 채택되어 운영 우수성 분야의 신뢰받는 고문으로서 그의 명성을 공고히 했습니다.

그의 통찰력은 기술과 인간 행동의 조화에 초점을 맞추어 기업 교육 프로그램과 업계 컨퍼런스에서 다루어져 왔습니다. Smart Teams는 하이브리드 근무 모델에서 협업을 최적화하고자 하는 리더들을 위한 실용적인 가이드로 인정받고 있습니다.

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학습 계획

Thinking, Fast and Slow: Decision Toolkit

In an era of information overload, understanding the mechanics of human judgment is a critical superpower for leaders and professionals. This toolkit is essential for anyone looking to minimize cognitive errors and master the psychological drivers behind every choice we make.

3 h 15 m•4 섹션

컬럼비아 대학교 동문들이 제작 | 샌프란시스코에서 개발

BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

4.7

평균 평점

앱 평가 7.84천 개 이상

BeFreed 커뮤니티

정말이지 아직 앱을 다 써 보지도 않았는데, 며칠 써 본 것만으로도 깊은 인상을 받았어요… BeFreed는 제가 써 본 어떤 학습 앱과도 차원이 달라요. 몰입감이 엄청나고 집중력도 실제로 좋아져서, 스마트폰을 하염없이 스크롤하는 분들께 딱이에요!

@ladyInfinity

정확히 23일 전에 BeFreed를 구입했는데, 그날부터 하루도 빠짐없이 쓰고 있어요. 제 일상 업무 흐름과 학습 습관에 완전히 자리 잡았어요.

@jayallen

솔직히 이 앱은 제 기대를 전부 뛰어넘었어요. 어떤 주제든 오디오로 만들어 달라고 할 수 있고, 결과물이 놀라워요. 제 전문 분야는 심리치료 쪽이고 여러 학문이 얽혀 있는데도 답변이 아주 정확해요.

@Raguipa

제일 고마운 건 스크롤하는 시간이 확 줄었다는 거예요. 검색하는 시간은 줄고 흡수하는 시간은 늘었어요. 오디오북 전권, 팟캐스트, 학습 플랜의 조합이 정말 훌륭해요.

@colonyofcreatorsNGO

저는 24년째 PhotoReading 속진 학습 강사로 일하고 있어요… 책과 독서, 배움이 제 전문인데, BeFreed는 정보를 소화하기 쉽게 전달하는 혁신적인 방식을 정말 잘 구현했어요.

@BeFreed user

단순한 책 요약 앱이 아니에요. '재미' 스타일을 써 봤는데, 전통적인 방식보다 훨씬 나은 요약이고 아이디어를 이해하기도 쉬워요. 이것만으로도 값어치를 해요.

@austinakon

이 앱이 정말 좋아요. 며칠 써 봤는데 듣는 걸 멈출 수가 없어요. 시작하기에 이보다 좋을 수 없어요.

@jcrules328

정말 마음에 들어요. 한 달 정도 써 봤는데 숨은 보석을 찾은 기분이에요. BeFreed로 제가 원하는 주제를 직접 만들 수 있어서 좋고, 목소리도 훌륭한 데다 내레이션 선택지가 무궁무진해요.

@DanielCZ

정말이지 아직 앱을 다 써 보지도 않았는데, 며칠 써 본 것만으로도 깊은 인상을 받았어요… BeFreed는 제가 써 본 어떤 학습 앱과도 차원이 달라요. 몰입감이 엄청나고 집중력도 실제로 좋아져서, 스마트폰을 하염없이 스크롤하는 분들께 딱이에요!

@ladyInfinity

정확히 23일 전에 BeFreed를 구입했는데, 그날부터 하루도 빠짐없이 쓰고 있어요. 제 일상 업무 흐름과 학습 습관에 완전히 자리 잡았어요.

@jayallen

솔직히 이 앱은 제 기대를 전부 뛰어넘었어요. 어떤 주제든 오디오로 만들어 달라고 할 수 있고, 결과물이 놀라워요. 제 전문 분야는 심리치료 쪽이고 여러 학문이 얽혀 있는데도 답변이 아주 정확해요.

@Raguipa

제일 고마운 건 스크롤하는 시간이 확 줄었다는 거예요. 검색하는 시간은 줄고 흡수하는 시간은 늘었어요. 오디오북 전권, 팟캐스트, 학습 플랜의 조합이 정말 훌륭해요.

@colonyofcreatorsNGO

저는 24년째 PhotoReading 속진 학습 강사로 일하고 있어요… 책과 독서, 배움이 제 전문인데, BeFreed는 정보를 소화하기 쉽게 전달하는 혁신적인 방식을 정말 잘 구현했어요.

@BeFreed user

단순한 책 요약 앱이 아니에요. '재미' 스타일을 써 봤는데, 전통적인 방식보다 훨씬 나은 요약이고 아이디어를 이해하기도 쉬워요. 이것만으로도 값어치를 해요.

@austinakon

이 앱이 정말 좋아요. 며칠 써 봤는데 듣는 걸 멈출 수가 없어요. 시작하기에 이보다 좋을 수 없어요.

@jcrules328

정말 마음에 들어요. 한 달 정도 써 봤는데 숨은 보석을 찾은 기분이에요. BeFreed로 제가 원하는 주제를 직접 만들 수 있어서 좋고, 목소리도 훌륭한 데다 내레이션 선택지가 무궁무진해요.

@DanielCZ

유용한 정보와 아이디어를 8~15분짜리 팟캐스트 스타일 오디오로 압축해서 들을 수 있다는 게 정말 좋아요. 원래 팟캐스트는 군더더기가 많아서 안 좋아했는데, 여기는 그걸 싹 걷어냈어요.

@BeFreed user

박사 과정을 마무리하는 중이라 낯선 자료를 많이 읽어야 해요… BeFreed에서는 프롬프트만 입력하면 앱이 자료를 찾아서 오디오 팟캐스트로 만들어 줘요. BeFreed의 과정이 NotebookLM보다 더 매끄럽게 느껴져요.

@Brad

아침을 준비하거나 산책하거나 출퇴근할 때 들을 것을 YouTube에서 자주 찾곤 했는데, BeFreed는 광고도 군더더기도 없이 훨씬 더 딱 맞는 걸 들려줘요!

@BeFreed user

이 플랫폼의 가장 큰 장점은 활용도예요. 다루지 못하는 주제가 말 그대로 하나도 없어요. 무엇을 던져도 다 소화해요… 제한이 전혀 없으면서 약속을 실제로 지키는 학습 도구는 정말 드물어요.

@jayallen

BeFreed는 환상적이에요. 디자인이 편해서 헤매는 시간은 줄고 배우는 시간은 늘었어요. 오디오북, 팟캐스트, 학습 플랜의 조합은 천재적이에요. 제 하루가 완전히 달라졌어요.

@BeFreed user

처음엔 이탈리아어로 팟캐스트를 만드는 방법을 이해하는 데 시간이 좀 걸렸는데, 알고 나니까 — 와! 정말 대단해요! 어떤 주제든 설명해 달라고 하면 정말 똑똑하게 잘 설명해 줘요!

@matteo77

BeFreed는 제가 매일 쓰는 오디오북 앱이 됐어요… 제일 마음에 드는 건 텍스트를 넣으면 이동 중에도 들을 수 있는 오디오로 만들어 준다는 점이에요.

@kotanzu1

유용한 정보와 아이디어를 8~15분짜리 팟캐스트 스타일 오디오로 압축해서 들을 수 있다는 게 정말 좋아요. 원래 팟캐스트는 군더더기가 많아서 안 좋아했는데, 여기는 그걸 싹 걷어냈어요.

@BeFreed user

박사 과정을 마무리하는 중이라 낯선 자료를 많이 읽어야 해요… BeFreed에서는 프롬프트만 입력하면 앱이 자료를 찾아서 오디오 팟캐스트로 만들어 줘요. BeFreed의 과정이 NotebookLM보다 더 매끄럽게 느껴져요.

@Brad

아침을 준비하거나 산책하거나 출퇴근할 때 들을 것을 YouTube에서 자주 찾곤 했는데, BeFreed는 광고도 군더더기도 없이 훨씬 더 딱 맞는 걸 들려줘요!

@BeFreed user

이 플랫폼의 가장 큰 장점은 활용도예요. 다루지 못하는 주제가 말 그대로 하나도 없어요. 무엇을 던져도 다 소화해요… 제한이 전혀 없으면서 약속을 실제로 지키는 학습 도구는 정말 드물어요.

@jayallen

BeFreed는 환상적이에요. 디자인이 편해서 헤매는 시간은 줄고 배우는 시간은 늘었어요. 오디오북, 팟캐스트, 학습 플랜의 조합은 천재적이에요. 제 하루가 완전히 달라졌어요.

@BeFreed user

처음엔 이탈리아어로 팟캐스트를 만드는 방법을 이해하는 데 시간이 좀 걸렸는데, 알고 나니까 — 와! 정말 대단해요! 어떤 주제든 설명해 달라고 하면 정말 똑똑하게 잘 설명해 줘요!

@matteo77

BeFreed는 제가 매일 쓰는 오디오북 앱이 됐어요… 제일 마음에 드는 건 텍스트를 넣으면 이동 중에도 들을 수 있는 오디오로 만들어 준다는 점이에요.

@kotanzu1

웹에서 BeFreed가 어떻게 논의되고 있는지 더 보기

지금 바로 학습 여정을 시작하세요

3장

스마트 팀 요약

스마트 팀 요약 개요

다양한 학습 방식으로 스마트 팀 요약 살펴보기

The Productivity Revolution Begins with Smart Teams

From Friction to Flow: The Game Theory of Productivity

들리는 모든 단어를 눈으로 확인하세요

The Four Horsemen of Productivity Apocalypse

The Five Levels of Organizational Productivity

스마트 팀 요약에서 더 많은 것을 얻으세요

The Four Qualities of Smart Teams

Productivity Principles: From Qualities to Behaviors

들리는 모든 단어를 눈으로 확인하세요

Communication Revolution: Making Less Noise

Meetings That Actually Work

스마트 팀 요약에서 더 많은 것을 얻으세요

Creating Collaborative Project Success

Building a Smart Team Culture

스마트 팀 요약 완독을 축하합니다

스마트 팀 요약의 핵심 주제

스마트 팀 요약의 명문장

스마트 팀 요약의 등장인물

저자 소개

스마트 팀 요약 다운로드

다른 사용자들도 좋아한 책

스마트 팀 요약에 관한 자주 묻는 질문

What is Smart Teams by Dermot Crowley about?

Who should read Smart Teams?

Is Smart Teams worth reading?

What are the key principles of Smart Teams?

더 알아보기

BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

다양한 학습 방식으로 스마트 팀 요약 살펴보기

The Productivity Revolution Begins with Smart Teams

From Friction to Flow: The Game Theory of Productivity

들리는 모든 단어를 눈으로 확인하세요

The Four Horsemen of Productivity Apocalypse

The Five Levels of Organizational Productivity

스마트 팀 요약에서 더 많은 것을 얻으세요

The Four Qualities of Smart Teams

Productivity Principles: From Qualities to Behaviors

들리는 모든 단어를 눈으로 확인하세요

Communication Revolution: Making Less Noise

Meetings That Actually Work

스마트 팀 요약에서 더 많은 것을 얻으세요

Creating Collaborative Project Success

Building a Smart Team Culture

스마트 팀 요약 완독을 축하합니다

다른 사용자들도 좋아한 책

더 알아보기