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Zusatztext “ Collaboration Begins with You provides a simple! memorable! and—most important of all—actionable model for destroying the barriers that prevent organizations from getting things done.” — Patrick Lencioni! President! The Table Group! and author of The Five Dysfunctions of a Team and The Advantage “Creating a safe and trusting environment as a collaborator is the core of success—removing fear and taking people to a place of freedom. You will find the steps to success in Collaboration Begins with You ! —Garry Ridge! President and CEO! WD-40 Company! and coauthor of Helping People Win at Work “ Collaboration Begins with You strips down the fluff and gets to the essence of how any organization can create a collaborative mindset for the greater good.” —Jesse Lyn Stoner! founder! Seapoint Center for Collaborative Leadership! and coauthor of Full Steam Ahead! Informationen zum Autor Ken Blanchard is Chief Spiritual Officer of The Ken Blanchard Companies. He is the coauthor of more than forty books, including the classic The One Minute Manager (with Spencer Johnson), Leading at a Higher Level, Full Steam Ahead! (with Jesse Stoner) and The Secret (with Mark Miller). Klappentext Everyone knows collaboration creates high performing teams and organizations - and with today's diverse, globalized workforce it's absolutely crucial. Yet it often doesn't happen because people and groups typically believe that the problem is always outside: the other team member, the other department, the other company. Bestselling author Ken Blanchard and his coauthors use Blanchard's signature business parable style to show that, in fact, if collaboration is to succeed it must begin with you.CHAPTER 1 A Troubling Conversation “It was the worst shareholder meeting I’ve endured in years. The worst! Everybody could see the numbers plain and clear: the Primo project produced no profit. No profit! Zero. Zip. None!” Jim Camilleri, CEO of Cobalt, Inc., punctuated the point by slamming his fist on his desk. Dave Oakman, the division head in charge of the Primo project, had never seen his boss this angry before. It was making him nervous. He kept his mouth shut to give Jim time to blow off more steam. “The whole point of this project was to put some distance between Cobalt and our competition. The idea, in case you missed it, was to generate some revenue for capital investments and to reward shareholders. The fundamentals were great. There was absolutely no reason we couldn’t have made money on this thing—other than lousy project management.” Jim leaned forward and looked Dave in the eye. “Can you give me a better reason? What happened here?” “It’s a long story, Jim.” “Let’s hear it.” “We had departments operating in silos. A lot of people were trying to protect their own interests rather than make the project a success.” “Why don’t you break that down for me, Dave. What are you talking about?” Jim’s mouth was a straight, grim line. Dave hesitated. Should he tell the truth, or should he bend it? He knew exactly what the problem was. What he didn’t know was whether it was safe to divulge. Considering Jim’s current mood, telling the whole truth could get him fired. Dave decided he should fudge it, or at least try to. It was what he usually did—and it usually worked. “Primo had some great moments.” Dave began with an air of confidence—but he knew he was flying by the seat of his pants. “Great moments? Not from where I’m sitting,” Jim said. “As you said, the fundamentals of the Primo project were solid. We just encountered some hiccups.” “Bleeding money is not a case of hiccups. Quit trivializing this! I want some straight answers.” Jim’s eyes were steely. Dave recognized that ...
