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Download Who's in the Room?: How Great Leaders Structure and Manage the Teams Around Them fb2, epub

by Bob Frisch

Download Who's in the Room?: How Great Leaders Structure and Manage the Teams Around Them fb2, epub

ISBN: 1118067878
Author: Bob Frisch
Language: English
Publisher: Jossey-Bass; 1 edition (January 24, 2012)
Pages: 208
Category: Management & Leadership
Subcategory: Money
Rating: 4.2
Votes: 449
Size Fb2: 1696 kb
Size ePub: 1430 kb
Size Djvu: 1461 kb
Other formats: azw lit docx lrf


In Who's in the Room? Bob Frisch provides a unique perspective to this widely misunderstood issue. Great book on how decisions get made in large organizations but I found a lot of the advice relevant to the startup environment as well.

In Who's in the Room? Bob Frisch provides a unique perspective to this widely misunderstood issue. Flying in the face of decades of organizational psychology, he argues that the solution lies not in addressing behaviors, but in unseating the senior management team as the epicenter of decision making. Bob Frisch is clearly an expert on this subject with a lot of experience and relevant examples pulled in from a wide variety of companies.

Who's in the Room is a breath of fresh air. It stands in sharp contrast to the hundreds of dry, theoretical books that . It stands in sharp contrast to the hundreds of dry, theoretical books that have been written about leadership, governance, and strategy. It's common today to hear that leadership is all about implementation-that strategy doesn't even matter that much. This book is a must read for anyone who is in, or aspiring to be in a senior management team and/or a "kitchen cabinet". 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 .

The jacket copy and most of the press coverage of this book focus on Bob Frisch’s debunking of the Big Myth of business management: that Senior Management Teams actually run their companies. Sure, those are parts of the cake, but only parts, and for many of us they are far less important than the quality and taste of the cake itself.

In 2016, his book, Who’s in the Room: How Great Leaders Structure and Manage the Teams Around Them, is held in more . Frisch has written a number of publications on the topic of offsite meetings and strategic.

In 2016, his book, Who’s in the Room: How Great Leaders Structure and Manage the Teams Around Them, is held in more than 400 libraries. Residence Frisch has written a number of publications on the topic of offsite meetings and strategic decision-making, He has contributed regularly to Bloomberg, BusinessWeek, and the Wall Street Journal

In Who's in the Room? Bob Frisch provides a unique perspective to this widely misunderstood issue. 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

In Who's in the Room? Bob Frisch provides a unique perspective to this widely misunderstood issue. 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.

Written by Bob Frisch, Audiobook narrated by Melissa Reizian Frank. Who's 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.

How Great Leaders Structure and Manage the Teams Around Them. 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.

Is your company run by a team with no name?

At the top of every organization chart lies a myth—that aSenior Management Team makes a company's critical decisions. Thereality is that critical decisions are typically made by the bossand a small group of confidants—a "team with noname"—outside of formal processes. Meanwhile, other membersof the management team wonder why they weren't in the room or evenconsulted ahead of time. The dysfunction that results from this gapbetween myth and reality has led to years of unproductive teambuilding exercises. The problems, Frisch shows, are ones of processand structure, not psychology.

In Who's in the Room? Bob Frisch provides a uniqueperspective to this widely misunderstood issue. Flying in the faceof decades of organizational psychology, he argues that thesolution lies not in addressing behaviors, but in unseating thesenior management team as the epicenter of decision making. Using abroad portfolio of teams—large and small, permanent andtemporary, formal and informal—great leaders match eachdecision to the appropriate team in a fluid, flexible approach thatyou won't find described in management textbooks.

Who's in the Room? is based on interviews with CEOs atorganizations ranging from MasterCard to Ticketmaster to The RedCross.

Understand and embrace the way decision-making actually happensin their organizationsUse these "teams with no names" to best advantageEngage the Senior Management Team in the three critical tasksfor which it is ideally suited 

Organizations will get better decisions and superior results byunleashing the full potential of their Senior Management Teams. Andbosses will see a dramatic drop-off in people coming into theiroffices asking, "Why wasn't I in the room?"

Comments:

Anazan
Bob Frisch's book provides timely guidance in how to structure and align the Senior Management Team to focus and execute on the right business priorities that drive to the desired business outcomes. I especially appreciated the detailed, yet easy to understand approach to prioritizing initiatives. The urgency and time dimension filters of: "must do", "should do", "nice to do" against the backdrop of "now", "soon", and "later" establishes a framework that is less susceptible to bias, politics and gaming. More importantly, when the concept of clustering like initiatives is applied and then these clusters are tested in the "bulls eye exercise" against the most important business metrics that have been established, it is easy to see how this process uniformly directs the Senior Management Team's focus to those initiatives that will have the maximum impact on the business.
There are so many useful and practical ideas in this book that I am sure it will be my Go To reference book as I continue to lead and participate in Senior Management,Strategic,and Project specific teams.
Balhala
Rarely does a book take its readers so thoroughly inside the minds of clients, not merely building on theory, but telling it like it is from actual experience and thoughtful execution of exactly what the author is discussing.
Bob Frisch does that. His expertise and expansive wealth of experience from nearly three decades inside the C suite enables him to understand and portray what goes on, what the issues are, and how to provide and think through solutions that will benefit clients and help them make the decisions and execute in a manner that moves them forward.
This book is real, and is only for those that desire to really help organizational leaders succeed and to structure strong, right-minded organizations around them. It also helps those aspiring for the C Suite, or at least to be trusted advisers to C Suites (like myself) to have greater clarity and knowledge of what really goes on there and how organizations and great companies are managed, for success or perhaps even for mediocrity.
Thabel
Who's in the Room is a breath of fresh air. It stands in sharp contrast to the hundreds of dry, theoretical books that have been written about leadership, governance, and strategy. It's common today to hear that leadership is all about implementation--that strategy doesn't even matter that much. Just get the right people on the bus and go somewhere interesting! But the fact is strategy is incredibly important, and Frisch has a keen sense for how to develop it and then how to lead the institution as you implement. Part of this book's tremendous value is the way it debunks the notion of the formal "top team" and describes how decisions are really made in organizations. Part of its value is also Frisch's detailed stories and observations about management in action, and the practices that allow you formulate great strategy and then get tangible results. The book is usefully organized around the core steps you must go through to focus, align, and implement. This is business writing at its best: A book that captures not just the author's decades of experience but also that of hundreds of senior leaders he has worked with over the years.
Zetadda
Bob Frisch has written a very unique, useful and groundbreaking book. In doing so he has stripped the veneer away from the C suite and exposed the actual structure, engineering and joinery of the cabinet that comprises the process, politics and power points (pun intended) of how decisions are really made - and could much more effectively be made - at the senior levels of most organizations.

He has succeeding in making the machinations that seem to be intuitively apparent, but are largely looked away from or glossed over, understandable and therefore maneuverable - if not actually reparable for those of us who live with this and/or deal with it in client interactions on a daily basis. Bob's perspective and case is made with a deft and comprehensive combination of first-hand experience, research, testimonials and anecdotes. It is delivered with a voice of innate authority, poise and a notable absence of pontification. It's real, convincingly genuine and genuinely convincing. A must read.
WOGY
Author Bob Frisch is an expert on how the CEOs of organizations from the Red Cross to MasterCard structure their senior management teams, but his down-to-earth writing style, concrete examples, and background explanations of the prevailing theories in the field make this book accessible to those of us who are just beginning to climb the corporate ladder. This is great reading for not just CEOs and VPs but business school students, too; understanding some of the dynamics and tensions at play in the boardroom helps a lot in dissecting cases. The analogies he draws between business and politics are especially helpful--it makes me realize that the same forces and tensions are at play in the Oval Office as in a corporate offsite, but in a different guise, and the book clearly delineates what these tensions are, how to recognize them, and how best to handle them.

Definitely a worthwhile read for anyone interested in what's going on at the top.
Mr.Bean
I have read several of Bob's articles published in the Harvard Business Review and this book is another great example of his insight into the inner workings of senior management teams. This book is a must read for anyone who is in, or aspiring to be in a senior management team and/or a "kitchen cabinet". Reading this book can only lead to faster, better decisions and a higher level of organizational alignment. I will definitely recommend this book to several of my clients.
Lanin
Having spent more than my share of time as a participant in and consultant to C-Suites, Bob's thinking is the topic is the best I have seen.

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