Leading Without Authority
How the New Power of Co-Elevation Can Break Down Silos, Transform Teams, and Reinvent Collaboration
(Sprache: Englisch)
Every one of us, regardless of our title or official responsibilities, can step up and be a leader in our jobs, on our teams, in our companies and in our lives. The secret to leading others is to care about others as much as you care about your own success,...
Leider schon ausverkauft
versandkostenfrei
Buch (Gebunden)
29.00 €
Produktdetails
Produktinformationen zu „Leading Without Authority “
Every one of us, regardless of our title or official responsibilities, can step up and be a leader in our jobs, on our teams, in our companies and in our lives. The secret to leading others is to care about others as much as you care about your own success, by working together to elevate those around you.
Klappentext zu „Leading Without Authority “
The #1 New York Times bestselling author of Never Eat Alone redefines collaboration with a radical new workplace operating system in which leadership no longer demands an office, an official title, or even a physical workplace.An actionable methodology for any team to thrive during the decade of exponential change ahead. Peter H. Diamandis, founder of XPRIZE and Singularity University, bestselling co-author of Abundance, Bold, and The Future Is Faster Than You Think
In times of stress, we have a choice: we can retreat further into our isolated silos, or we can commit to going higher together.
When external pressures are mounting, and employees are working from far-flung locations across the globe, says bestselling author Keith Ferrazzi, we can no longer afford to waste time navigating the complex chains of command or bureaucratic bottlenecks present in most companies. But when we choose the bold new methodology of co-elevation as our operating model, we unlock the potential to boost productivity, deepen commitment and engagement, and create a level of trust, mutual accountability, and purpose that exceeds what could have been accomplished under the status quo.
And you don t need any formal authority to do it. You simply have to marshal a commitment to a shared mission and care about the success and development of others as much as you care about your own. Regardless of your title, position, or where or how you work, the ability to lead without authority is an essential workplace competency.
Here, Ferrazzi draws on over a decade of research and over thirty years helping CEOs and senior leaders drive innovation and build high-performing teams to show how we can all turn our colleagues and partners into teammates and truly reboot the way we work together.
Lese-Probe zu „Leading Without Authority “
rule oneWho s Your Team?
Position does not define power impact defines power. Impact can be made in every role at every level, and when we prioritize bringing out the best in those around us, business growth and success follow. We re at a critical time where deeply held notions about work are rapidly evolving. We must cultivate diverse workplaces where space is created for honest and constructive feedback and where associates further each other s success. In short, we need to build organizations that value and encourage co-elevation. Mindy Grossman, CEO, WW International
Sandy was exhausted and angry. Taking this job was a huge mistake, she told me. The corporate politics here are ridiculous. It s like Game of Thrones, but without the chivalry.
The HR director for a national bank in Chicago, Sandy was dealing with problems dumped on her that were beyond her authority to fix. Her biggest challenge was a companywide project she was heading that would centralize HR s control of pay incentives throughout the organization. Not long after Sandy launched the initiative, she and her boss caught wind of a plan by the sales department to implement its own bonus incentive program.
Sandy s boss worried that HR would look bad if other departments followed the sales department s example and set up similar independent bonus programs. If that happened, HR s centralized program would almost certainly fail to meet its projected cost savings. But her boss didn t want to confront the head of sales on the issue, so he laid the problem at Sandy s feet. He asked her to persuade Jane, the head of sales operations and the department s second-in-command, to drop the sales bonus plan. Nip it in the bud, he told Sandy.
Sandy lacked the authority to tell Jane what to do, so she wasn t surprised when Jane responded flat out that the department needed its own targeted bonus system to remedy its soft fourth-quarter sales results. Sandy was left in an impossible
... mehr
position. She lacked the authority to force the sales department to comply with the new HR initiative, and her boss would be angry if the initiative failed.
Sandy was one of the best young executives I knew. I had met her several years earlier during work FG had done with her previous employer. She reached out and asked me to have lunch before a talk I was giving in Chicago to a group of HR leaders, and I gladly accepted. A few others I d invited to join couldn t make it, so it ended up being just me and Sandy.
Before our meal arrived, Sandy set down her iced tea and confided that she was thinking of looking for a new job. I just don t know if I m cut out for this place, she said. She had earned this job, with its big title and salary, by being a good leader who always took care of her staff. They knew she had their backs; that s why she was so naturally adept at getting more from them than anyone expected.
As frustrated as Sandy was with Jane, she also felt victimized and abandoned by her boss for his refusal to confront the head of sales over the issue. Her complaints sounded all too familiar to me. Politics within an organization can be extremely demoralizing and create a victim mentality in even the ablest people. I had certainly felt victimized at Starwood when the new president took away my budget authority as CMO.
But I had a question for Sandy. Are you absolutely certain that your companywide bonus program is the best answer for sales? Will your program help sales make their quarter?
Sandy admitted that she couldn t be sure, but that it wasn t really her first concern. It was sales s responsibility to make its numbers, which it had repeatedly failed to do, and Sandy had enough probl
Sandy was one of the best young executives I knew. I had met her several years earlier during work FG had done with her previous employer. She reached out and asked me to have lunch before a talk I was giving in Chicago to a group of HR leaders, and I gladly accepted. A few others I d invited to join couldn t make it, so it ended up being just me and Sandy.
Before our meal arrived, Sandy set down her iced tea and confided that she was thinking of looking for a new job. I just don t know if I m cut out for this place, she said. She had earned this job, with its big title and salary, by being a good leader who always took care of her staff. They knew she had their backs; that s why she was so naturally adept at getting more from them than anyone expected.
As frustrated as Sandy was with Jane, she also felt victimized and abandoned by her boss for his refusal to confront the head of sales over the issue. Her complaints sounded all too familiar to me. Politics within an organization can be extremely demoralizing and create a victim mentality in even the ablest people. I had certainly felt victimized at Starwood when the new president took away my budget authority as CMO.
But I had a question for Sandy. Are you absolutely certain that your companywide bonus program is the best answer for sales? Will your program help sales make their quarter?
Sandy admitted that she couldn t be sure, but that it wasn t really her first concern. It was sales s responsibility to make its numbers, which it had repeatedly failed to do, and Sandy had enough probl
... weniger
Autoren-Porträt von Keith Ferrazzi
Keith Ferrazzi is the founder and CEO of Ferrazzi Greenlight, a management consulting and team coaching company that works with many of the world s biggest corporations. A graduate of Harvard Business School, Ferrazzi rose to become the youngest CMO of a Fortune 500 company during his career at Deloitte, and later became CMO of Starwood Hotels. He is a frequent contributor to Harvard Business Review, Forbes, and Fortune and the #1 New York Times bestselling author of Who s Got Your Back and Never Eat Alone. His mission is to transform teams to help them transform the world.
Bibliographische Angaben
- Autor: Keith Ferrazzi
- 2020, 256 Seiten, Maße: 15,5 x 24,4 cm, Gebunden, Englisch
- Verlag: Currency
- ISBN-10: 0525575669
- ISBN-13: 9780525575665
- Erscheinungsdatum: 18.05.2020
Sprache:
Englisch
Pressezitat
Leading Without Authority is the must-read guidebook for radical transformation. Keith Ferrazzi s concept of co-elevation provides an actionable methodology for any team to thrive during the decade of exponential change ahead. Peter H. Diamandis, founder of XPRIZE and Singularity University, bestselling co-author of Abundance, Bold, and The Future Is Faster Than You ThinkFerrazzi is breaking new ground in defining what leadership can mean in the emerging world of work. He shows that humility, curiosity, and candor can serve as the connective tissue binding us to our mission, to one another, and to a sense of purpose larger than ourselves. Arianna Huffington, founder and CEO of Thrive Global
I m excited to bring co-elevation (as a new word, as a new book, and as a concept) to Zappos to help bring our culture and our business to the next level. Tony Hsieh, CEO of Zappos, New York Times bestselling author of Delivering Happiness
Ferrazzi brilliantly shows how building mutually beneficial partnerships marks the future of all work, and demonstrates how anyone can lead if they re willing to make themselves vulnerable and put the project mission and their partners first, turf and hierarchy last. Kristin Yetto, chief people officer at eBay
A brilliant, unique approach to building relationship capital by creating trusting and lasting human connection, not merely digital contact inside and outside your company. Peter Guber, co-owner of the Golden State Warriors, Los Angeles Dodgers, and Los Angeles FC
A masterful guide to thriving in today s very weird workplace . . . Get this right, and it doesn t matter that the business world is roiled by change and disruption. Dave Asprey, founder of Bulletproof, New York Times bestselling author of The Bulletproof Diet
Ferrazzi has gone into the trenches to figure out what it really takes to empower people and make teams more than the sum of
... mehr
their parts. This book will be a staple in every leader s library. Adam Grant, host of the TED podcast WorkLife, New York Times bestselling author of Give and Take and Originals
... weniger
Kommentar zu "Leading Without Authority"
0 Gebrauchte Artikel zu „Leading Without Authority“
Zustand | Preis | Porto | Zahlung | Verkäufer | Rating |
---|
Schreiben Sie einen Kommentar zu "Leading Without Authority".
Kommentar verfassen