Who''s in the Room? - How Great Leaders Structure and Manage the Teams Around Them

Informationen zum Autor Bob Frisch , managing partner of The Strategic Offsites Group, has worked with organizations ranging from Fortune 500 companies to German mittelstand family businesses to the U.S. Department of State. Bob's work has been featured in the Harvard Business Review, the Wall Street Journal , Bloomberg Businessweek , and Fortune . Klappentext Is your company run by a team with no name?At the top of every organization chart lies a myth--that a Senior Management Team makes a company's critical decisions. The reality is that critical decisions are typically made by the boss and a small group of confidants--a "team with no name"--outside of formal processes. Meanwhile, other members of the management team wonder why they weren't in the room or even consulted ahead of time. The dysfunction that results from this gap between myth and reality has led to years of unproductive team building exercises. The problems, Frisch shows, are ones of process and structure, not psychology.In Who's in the Room? Bob Frisch provides a unique perspective to this widely misunderstood issue. Flying in the face of decades of organizational psychology, he argues that the solution lies not in addressing behaviors, but in unseating the senior management team as the epicenter of decision making. Using a broad portfolio of teams--large and small, permanent and temporary, formal and informal--great leaders match each decision to the appropriate team in a fluid, flexible approach that you won't find described in management textbooks.Who's in the Room? is based on interviews with CEOs at organizations ranging from MasterCard to Ticketmaster to The Red Cross.* Understand and embrace the way decision-making actually happens in their organizations* Use these "teams with no names" to best advantage* Engage the Senior Management Team in the three critical tasks for which it is ideally suitedOrganizations will get better decisions and superior results by unleashing the full potential of their Senior Management Teams. And bosses will see a dramatic drop-off in people coming into their offices asking, "Why wasn't I in the room?" Zusammenfassung Is your company run by a team with no name? At the top of every organization chart lies a myth that a Senior Management Team makes a company's critical decisions. Inhaltsverzeichnis Introduction: Who's in the Room? 1 Part One: From Problem to Portfolio 5 1 Most Companies Are Run by Teams with No Names 7 The Myth of the Top Team Illusion and Reality The Problem That Isn't There, But Won't Go Away 2 Team Building Won't Solve the Problem 21 When the Shrinks Go Marching In After the Shrinks Have Gone 3 Don't Blame the Boss 29 In Search of the Ideal Leader Inside the Box Do the ''Rights'' Thing 4 Four Fundamental Conflicts at the Heart of Senior Management Teams 41 Mission Control Versus Knights of the Round Table: Functional Specialists or Reflections of the CEO? The Team Versus the Legislature: The Representative from Finance, the Senator from Operations The House Versus the Senate: Are Some More Equal Than Others? The Majority Versus the Majority: The Impossibility of Deciding Maybe the Problem Is That There Is No Problem 5 Case Study: How One CEO Transformed His Top Team 57 The Past as Prologue Moving from a Single Top Team to Multiple Teams The Team That Sits Together Works Together Tailoring the Structure to Suit Your Needs as a Leader 6 Best Practices: Design an Organization That Delivers the Outcomes You Need 73 The Three Centers of Gravity Flexing in Five Dimensions The Portfolio and the Payoff Part Two: The Senior Management Team Unbound 91 7 Engage the Senior Manage...

List of contents

Introduction: Who's in the Room? 1
 
PART ONE: FROM PROBLEM TO PORTFOLIO 5
 
1 Most Companies Are Run by Teams with No Names 7
 
The Myth of the Top Team Illusion and Reality
 
The Problem That Isn't There, But Won't Go Away
 
2 Team Building Won't Solve the Problem 21
 
When the Shrinks Go Marching In
 
After the Shrinks Have Gone
 
3 Don't Blame the Boss 29
 
In Search of the Ideal Leader
 
Inside the Box
 
Do the ''Rights'' Thing
 
4 Four Fundamental Conflicts at the Heart of Senior Management Teams 41
 
Mission Control Versus Knights of the Round Table: Functional Specialists or Reflections of the CEO?
 
The Team Versus the Legislature: The Representative from Finance, the Senator from Operations
 
The House Versus the Senate: Are Some More Equal Than Others?
 
The Majority Versus the Majority: The Impossibility of Deciding
 
Maybe the Problem Is That There Is No Problem
 
5 Case Study: How One CEO Transformed His Top Team 57
 
The Past as Prologue
 
Moving from a Single Top Team to Multiple Teams
 
The Team That Sits Together Works Together
 
Tailoring the Structure to Suit Your Needs as a Leader
 
6 Best Practices: Design an Organization That Delivers the Outcomes You Need 73
 
The Three Centers of Gravity
 
Flexing in Five Dimensions
 
The Portfolio and the Payoff
 
PART TWO: THE SENIOR MANAGEMENT TEAM UNBOUND 91
 
7 Engage the Senior Management Team in Three
 
Critical Conversations No Other Team Can Have 93
 
8 Align the Senior Management Team Around a Common View of the World 99
 
The Starting Point: Aligning Around Trends
 
Clustering Trends into Drivers of Change
 
Understanding Capabilities and Assets
 
Walking the Boundaries of the Company: TestingWalls and Fences
 
Defining and Selecting Opportunities
 
9 Prioritize and Integrate Initiatives to Hit the Strategic Bull's-Eye 119
 
Asking the Nearly Impossible: Prioritizing Initiatives
 
The Real Source of the Difficulty
 
Changing the Conversation
 
It's All Relative
 
Hitting the Bull's-Eye: Making Initiatives Work Together
 
10 Move from ''Should We Do This?'' to ''How Do We Do This?'' 145
 
It All Depends: Why Initiatives Fail
 
Putting on the Brakes: The Value of Parochialism
 
The American Red Cross: Managing Dependencies at the Speed of Disaster
 
Going from ''Should'' to ''How'' Fixing What's Actually Broken
 
11 Tailor Your Portfolio of Teams for Top Performance Now 167
 
Thinking It Through
 
Putting the New Approach into Motion
 
Repurposing the SMT
 
Who's in the Room?
 
Acknowledgments 179
 
The Author 183
 
Index 185

Report

"Great guide for any leader to use in mapping out his or her advisory teams"
--800 CEO Read
 
"Authoritative and pragmatic look at how to make the right calls"
--Julian Birkinshaw, Management Today
 
"Offers real-world strategies for making the best of how organizations seem to work"
--The Leader Lab
 
"How to structure organizational teams in a way that is both more realistic and more productive is at the heart of Frisch's book"
--CIO Magazine
 
"What you really want from a book on organizational decision making and leadership"
--New York Journal of Books
 
"You'll know his advice is working when you see a dramatic drop-off in people coming into your office and asking, "Why wasn't I in the room?"
--Matthew May, Amex OPEN Forum
 
"Who's in the Room? falls in the great category...due to the book's ability to jar your perspective of how teams do and should operate."
--Michael Wade, Execupundit

Product details

• Authors: FRISCH, B Frisch, Bob Frisch, Frisch Bob
• Publisher: Wiley, John and Sons Ltd
• Languages: English
• Product format: Hardback
• Released: 29.02.2012
• EAN: 9781118067871
• ISBN: 978-1-118-06787-1
• No. of pages: 208
• Subjects: Social sciences, law, business > Business > Management; Management, Business & management, Wirtschaft u. Management, Management f. Teams, Management / Teams