Who's in the Room?
How Great Leaders Structure and Manage the Teams Around Them
(Sprache: Englisch)
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...
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...
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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 suited
Organizations 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?"
"Many business observers talk about executive decision making, but few take you inside the meeting rooms the way Bob Frisch does, or make you rethink what goes on there. Who's in the Room? will cause a lot of leadership teams to set aside time to talk about how decisions are--and should be--made in their organizations. For most of those teams, that will be a unique and much-needed discussion." -- Walt Macnee, vice chairman, MasterCard Worldwide
"Bob Frisch's thirty years of experience in the executive suites of the world's largest companies have led to provocative new insights into how decisions get made at the highest levels of organizations. Whether you fully agree with his premise or not, this book makes a significant contribution to our understanding of top team effectiveness."--Warren Bennis, Distinguished Professor of Business, University of Southern California, and author, Still Surprised: A Memoir of a Life in Leadership
"Who's in the Room? puts forward a pragmatic, easily implemented way for companies large and small, across industries and borders, to rapidly improve the quality of their decision making and the effectiveness of their leadership teams. It highlights some basic truths about how leaders lead, how teams behave, and how organizations work, that will have you changing the way you run your company by the time you finish reading it." -- Doug Stotz, executive vice president and chief marketing officer, Bank of Montreal
"Rarely does a book reset the way we at look at something and truly shift our basic assumptions about routine activities. Who's in the Room? is one of those books. It will permanently change your thinking about how organizations should be led." -- Michael Treacy, coauthor, The Discipline of Market Leadersteam effectiveness."--Warren Bennis, Distinguished Professor of Business, University of Southern California, and author, Still Surprised: A Memoir of a Life in Leadership
"Who's in the Room? puts forward a pragmatic, easil
"Bob Frisch's thirty years of experience in the executive suites of the world's largest companies have led to provocative new insights into how decisions get made at the highest levels of organizations. Whether you fully agree with his premise or not, this book makes a significant contribution to our understanding of top team effectiveness."--Warren Bennis, Distinguished Professor of Business, University of Southern California, and author, Still Surprised: A Memoir of a Life in Leadership
"Who's in the Room? puts forward a pragmatic, easily implemented way for companies large and small, across industries and borders, to rapidly improve the quality of their decision making and the effectiveness of their leadership teams. It highlights some basic truths about how leaders lead, how teams behave, and how organizations work, that will have you changing the way you run your company by the time you finish reading it." -- Doug Stotz, executive vice president and chief marketing officer, Bank of Montreal
"Rarely does a book reset the way we at look at something and truly shift our basic assumptions about routine activities. Who's in the Room? is one of those books. It will permanently change your thinking about how organizations should be led." -- Michael Treacy, coauthor, The Discipline of Market Leadersteam effectiveness."--Warren Bennis, Distinguished Professor of Business, University of Southern California, and author, Still Surprised: A Memoir of a Life in Leadership
"Who's in the Room? puts forward a pragmatic, easil
Inhaltsverzeichnis zu „Who's in the Room? “
Introduction: Who's in the Room? 1PART 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
... mehr
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
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
... weniger
Autoren-Porträt von Bob Frisch
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.
Bibliographische Angaben
- Autor: Bob Frisch
- 2012, 1. Auflage, 208 Seiten, Maße: 15,7 x 23,5 cm, Gebunden, Englisch
- Verlag: Wiley & Sons
- ISBN-10: 1118067878
- ISBN-13: 9781118067871
- Erscheinungsdatum: 03.01.2012
Sprache:
Englisch
Rezension zu „Who's in the Room? “
“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
Pressezitat
"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
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