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

Online-Ressource (210 p.)

Description based upon print version of record

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;

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