Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
Introduction: Who's in the Room? | p. 1 |
From Problem To Portfolio | p. 5 |
Most Companies Are Run by Teams with No Names | p. 7 |
The Myth of the Top Team | |
Illusion and Reality | |
The Problem That Isn't There, But Won't Go Away | |
Team Building Won't Solve the Problem | p. 21 |
When the Shrinks Go Marching In | |
After the Shrinks Have Gone | |
Don't Blame the Boss | p. 29 |
In Search of the Ideal Leader | |
Inside the Box | |
Do the "Rights" Thing | |
Four Fundamental Conflicts at the Heart of Senior Management Teams | p. 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 | |
Case Study: How One CEO Transformed His Top Team | p. 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 | |
Best Practices: Design an Organization That Delivers the Outcomes You Need | p. 73 |
The Three Centers of Gravity | |
Flexing in Five Dimensions | |
The Portfolio and the Payoff | |
The Senior Management Team Unbound | p. 91 |
Engage the Senior Management Team in Three Critical Conversations No Other Team Can Have 93 | |
Align the Senior Management Team Around a Common View of the World | p. 99 |
The Starting Point: Aligning Around Trends | |
Clustering Trends into Drivers of Change | |
Understanding Capabilities and Assets | |
Walking the Boundaries of the Company: Testing Walls and Fences | |
Defining and Selecting Opportunities | |
Prioritize and Integrate Initiatives to Hit the Strategic Bull's-Eye | p. 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 | |
Move from "Should We Do This?" to "How Do We Do This?" | p. 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 Disastet | |
Going from "Should" to "How" | |
Fixing What's Actually Broken | |
Tailor Your Portfolio of Teams for Top Performance Now | p. 167 |
Thinking It Through | |
Putting the New Approach into Motion | |
Repurposing the SMT Who's in the Room? | |
Acknowledgments | p. 179 |
The Author | p. 183 |
Index | p. 185 |
Table of Contents provided by Ingram. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.