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Produktbild: Who's in the Room?

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

28,99 €

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

24.01.2012

Verlag

John Wiley & Sons Inc

Seitenzahl

208

Maße (L/B/H)

23,5/15,7/1,6 cm

Gewicht

476 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-118-06787-1

Beschreibung

Rezension

"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

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

24.01.2012

Verlag

John Wiley & Sons Inc

Seitenzahl

208

Maße (L/B/H)

23,5/15,7/1,6 cm

Gewicht

476 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-118-06787-1

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Who's in the Room?
  • 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