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9781118067871

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

by
  • ISBN13:

    9781118067871

  • ISBN10:

    1118067878

  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2012-01-24
  • Publisher: Jossey-Bass

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Summary

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 companys 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 werent 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. Whos 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 wasnt I in the room?"

Author Biography

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.

Table of Contents

Introduction: Who's in the Room?p. 1
From Problem To Portfoliop. 5
Most Companies Are Run by Teams with No Namesp. 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 Problemp. 21
When the Shrinks Go Marching In
After the Shrinks Have Gone
Don't Blame the Bossp. 29
In Search of the Ideal Leader
Inside the Box
Do the "Rights" Thing
Four Fundamental Conflicts at the Heart of Senior Management Teamsp. 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 Teamp. 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 Needp. 73
The Three Centers of Gravity
Flexing in Five Dimensions
The Portfolio and the Payoff
The Senior Management Team Unboundp. 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 Worldp. 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-Eyep. 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 Nowp. 167
Thinking It Through
Putting the New Approach into Motion
Repurposing the SMT Who's in the Room?
Acknowledgmentsp. 179
The Authorp. 183
Indexp. 185
Table of Contents provided by Ingram. All Rights Reserved.

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