By Jon R. Katzenbach
It's normal wisdom that CEOs claim their direct reviews as a crew on the best. but with a tradition of person responsibility and self-reliance pervading government suites, few administration teams ever functionality as genuine groups. Now, in a normal follow-up to his bestselling "The knowledge of Teams", Jon Katzenbach deals functional instructions for expanding management skill on the maximum government degrees. He indicates how even the most powerful and such a lot profitable CEO can increase a company's functionality via turning the senior government workforce right into a actual crew - with no sacrificing every one member's person management services. "Teams on the best" explains easy methods to realize whilst a workforce attempt on the administration point is most efficient and whilst a piece crew below unmarried management will do. Then, the publication exhibits tips to advance the aptitude to shift into whichever mode is suitable. With tales and examples from recognized businesses together with Avon, Ben & Jerry's, Citicorp, and Clorox, "Teams on the best" can assist businesses of all sizes and in all industries maximize the total capability in their management.
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Extra resources for Teams At the Top
Sample text
They become accustomed to calling any small group effort "a team," even though most of those efforts are driven by strong individual leaders who do not apply team discipline. In fact, it is almost heresy to suggest that individual accountability might be complemented by the mutual accountability of teams. It is invariably easier and more comfortable for senior executives to operate within a clear hierarchy, where single-leader discipline prevails. Consequently, successful single-leader units are much more common at the top, and team efforts are difficult to find within most of those senior leadership approaches.
It was virtually impossible for Sigler to be part of any group without being presumed to be its leader. He learned much of his executive leadership discipline as a pilot in Korea; he flew several combat missions and then returned to work for Champion. From the beginning, Sigler was a natural leader at the company, and it came as no surprise when he was named CEO at the age of 42 in 1974. " Sigler was anything but haphazard. From day one, he focused relentlessly on improving the core paper business, despite its cyclical challenges.
CEO of Weyerhaeuser, first called it to my attention a few days after a talk we had about his emerging "team at the top"and the challenge he saw in getting all of them "into the same boat" with him. The sculpture, with its 13 grim-faced creatures cast in bronze, all crowded together in an ancient Haida canoe, all rowing to the apparent cadence of their leader, brings to mind a classic team at the top. Of course, its creator never intended The Spirit of Haida Gwaii to be emblematic of teams at the top.
