Who's in the Room [Elektronisk resurs] How Great Leaders Structure and Manage the Teams Around Them.

• Who's in the Room?; Contents; Introduction: Who's in the Room?; Part One: From Problem to Portfolio; 1 Most Companies Are Run by Teams with No Names; 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; When the Shrinks Go Marching In; After the Shrinks Have Gone; 3 Don't Blame the Boss; In Search of the Ideal Leader; Inside the Box; Do the ''Rights'' Thing; 4 Four Fundamental Conflicts at the Heart of Senior Management Teams. 
• 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; 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 NeedThe Three Centers of Gravity; Flexing in Five Dimensions; The Portfolio and the Payoff; Part Two: The Senior Management Team Unbound; 7 Engage the Senior Management Team in Three Critical Conversations No Other Team Can Have; 8 Align the Senior Management Team Around a Common View of the World; 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. 
• 9 Prioritize and Integrate Initiatives to Hit the Strategic Bull's-EyeAsking 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?''; 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 NowThinking It Through; Putting the New Approach into Motion; Repurposing the SMT; Who's in the Room?; Acknowledgments; The Author; Index. 

• 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 sh 

Ämnesord

Chief executive officers. 

Decision making. 

Executives. 

Senior leadership teams. 

Genre

Electronic books.  (LCSH)

Klassifikation

HD30.23 .F755 2012 (LCC)

658.4 (DDC)

Qbab (kssb/8 (machine generated))