The Orange Revolution
How One Great Team Can Transform an Entire Organization
(Sprache: Englisch)
From New York Times bestselling authors and renowned leadership consultants Adrian Gostick and Chester Elton comes a groundbreaking guide to building high-performance teams.
What is the true driver of a thriving organization's exceptional success?...
What is the true driver of a thriving organization's exceptional success?...
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From New York Times bestselling authors and renowned leadership consultants Adrian Gostick and Chester Elton comes a groundbreaking guide to building high-performance teams.What is the true driver of a thriving organization's exceptional success? Is it a genius leader? An iron-clad business plan? Gostick and Elton shatter these preconceptions of corporate achievement. Their research shows that breakthrough success is guided by a particular breed of high-performing team that generates its own momentum-an engaged group of colleagues in the trenches, working passionately together to pursue a shared vision. Their research also shows that only 20 percent of teams are working anywhere near this optimal capacity. How can your team become one of them?
Based on a groundbreaking 350,000-person study by the Best Companies Group, as well as extraordinary research into exceptional teams at leading companies, including Zappos.com, Pepsi Beverages Company, and Madison Square Garden, the authors have determined a key set of characteristics displayed by members of breakthrough teams, and have identified a set of rules great teams live by, which generate a culture of positive teamwork and lead to extraordinary results.
Using a wealth of specific stories from the breakthrough teams they studied, they reveal in detail how these teams operate and how managers can transform their own teams into such high performers by fostering:
-Stronger clarity of goals
-Greater trust among team members
-More open and honest dialogue
-Stronger accountability for all team members
-Purpose-based recognition of team members' contributions
The remarkable stories they tell about these teams in action provide a simple and powerful step-by-step guide to taking your team to the breakthrough level, igniting the passion and vision to bring about an Orange Revolution.
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1Breakthrough Teams
It was 1:30 a.m. on Sunday, October 22, 1879, and experimenter Francis Jehl was still at work. He had been at his desk for ten hours, hunched over, carefully evacuating the air from a pear-shaped lightbulb. It wasn't an unusual workday for him. His boss's log routinely noted curious work habits: "we worked all night" or "32 continuous hrs." or "60 hrs." or "six days this week."
In fact "the Old Man," as "the boys" affectionately called their boss even before his hair turned gray, preferred to work at night when the team would not be interrupted by distracting visitors. As a result, Jehl often began work at 7:00 p.m. and continued until 7:00 the next morning.
"We work all night experimenting," lead experimenter Charles Batchelor wrote to his brother, Tom, "and sleep 'til noon in the day. We have got 54 different things on the carpet and some we have been on for four or five years. [My boss] is an indefatigable worker and there is no kind of failure, however disastrous, that affects him."
As Jehl finished removing the air from the bulb, the Old Man called his glassblower, Ludwig Boehm, to fully seal off its base. Over his head, twelve telegraph wires formed an intricate spider's web, all ending at a large battery at the center of the room.
Placing the bulb on a test stand, the Old Man connected it to the nearby battery. Suddenly, the room was awash with light that illuminated work tables, machinery, and jars of chemicals on glass shelves lining the walls.The men quickly fell into the usual laboratory routine to observe the light's brightness and steadiness. They waited to record the moment when it finally burned out. But this experiment played out differently than ever before. While earlier filaments had burned out within several hours, the carbonized sewing thread that Batchelor had carefully threaded into the bulb stayed lit. As the hours passed, team members came and went: head machinist John Kruesi, who
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translated sketches into working devices; Francis Upton, the American scientific researcher who proved the concept mathematically; and John Lawson and Martin Force, laboratory assistants. Each of them felt a growing excitement at having earned a front-row seat to the historic event. They understood better than anyone else the difficulty-and benefits-of earning a place on the Old Man's team. The Old Man's name? Thomas Alva Edison.
On October 22, the remarkable bulb dreamed up by Edison, drawn by Batchelor, mathematically proved by Upton, built by Kruesi and Boehm, and tested by Lawson, Force, and Jehl, burned for thirteen and a half hours, with a light described by the New York Herald's Marshal Fox as, "the mellow sunset of an Italian autumn... a little globe of sunshine, a veritable Aladdin's lamp," before Edison determined he had seen enough. "If it will burn that number of hours now, I know I can make it burn a hundred!" he cried exultantly.
If you were asked who invented incandescent electric light, and you answered Edison, you'd be right and you'd be wrong. The revolution that Edison wrought was the product of a team. That's how he thought of it, and that's how the team thought of it. For some reason, it's easier for us to assign credit to a single person than to a team. We love the idea of a lone genius, the mastermind, the hero. From an early age, we're indoctrinated with the single-achiever ideal in school. Our textbooks boil things down to their simplest form, and for a fifth-grader, it's easy to say that Edison = lightbulbs.
The reality is very different. Here's what geniuses do: they build great teams.
Never intimidated by other great minds, Edison actively sought out men with a broad base of knowledge, a passion for learning, impeccable character, and a commitment to excellence. He then organized them into small teams comprised of an experimenter and two or three assis
On October 22, the remarkable bulb dreamed up by Edison, drawn by Batchelor, mathematically proved by Upton, built by Kruesi and Boehm, and tested by Lawson, Force, and Jehl, burned for thirteen and a half hours, with a light described by the New York Herald's Marshal Fox as, "the mellow sunset of an Italian autumn... a little globe of sunshine, a veritable Aladdin's lamp," before Edison determined he had seen enough. "If it will burn that number of hours now, I know I can make it burn a hundred!" he cried exultantly.
If you were asked who invented incandescent electric light, and you answered Edison, you'd be right and you'd be wrong. The revolution that Edison wrought was the product of a team. That's how he thought of it, and that's how the team thought of it. For some reason, it's easier for us to assign credit to a single person than to a team. We love the idea of a lone genius, the mastermind, the hero. From an early age, we're indoctrinated with the single-achiever ideal in school. Our textbooks boil things down to their simplest form, and for a fifth-grader, it's easy to say that Edison = lightbulbs.
The reality is very different. Here's what geniuses do: they build great teams.
Never intimidated by other great minds, Edison actively sought out men with a broad base of knowledge, a passion for learning, impeccable character, and a commitment to excellence. He then organized them into small teams comprised of an experimenter and two or three assis
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Autoren-Porträt von Adrian Gostick, Chester Elton
Adrian Gostick is the New York Times bestselling coauthor of The Best Team Wins, The Carrot Principle, and All In, which are sold in more than fifty countries around the world. He is a founder of the global training firm The Culture Works, with a focus in culture, teamwork, and employee motivation. Learn more at TheCultureWorks.com or CarrotGuys.com. Elton, ChesterChester Elton is coauthor of The Best Team Wins, The Carrot Principle, and All In, a popular lecturer, and an influential voice in global workplace trends. He is a founder of The Culture Works and advises the leadership teams of numerous Fortune 500 firms on cultural and teamwork issues. Learn more at TheCultureWorks.com or CarrotGuys.com.
Bibliographische Angaben
- Autoren: Adrian Gostick , Chester Elton
- 2010, 288 Seiten, Maße: 20,32 cm, Gebunden, Englisch
- Verlag: Free Press
- ISBN-10: 1439182450
- ISBN-13: 9781439182451
- Erscheinungsdatum: 18.12.2010
Sprache:
Englisch
Pressezitat
"This book can change your business as it teaches you how you can create great teams to WOW your customers, employees and vendors."-Tony Hsieh, CEO, Zappos, and Author of Delivering Happiness
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