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

Introduction: Who s in the Room? 1
<p>PART ONE: FROM PROBLEM TO PORTFOLIO 5</p>
<p>1 Most Companies Are Run by Teams with No Names 7</p>
<p>The Myth of the Top Team Illusion and Reality</p>
<p>The Problem That Isn t There, But Won t Go Away</p>
<p>2 Team Building Won t Solve the Problem 21</p>
<p>When the Shrinks Go Marching In</p>
<p>After the Shrinks Have Gone</p>
<p>3 Don t Blame the Boss 29</p>
<p>In Search of the Ideal Leader</p>
<p>Inside the Box</p>
<p>Do the Rights Thing</p>
<p>4 Four Fundamental Conflicts at the Heart of Senior Management Teams 41</p>
<p>Mission Control Versus Knights of the Round Table: Functional Specialists or Reflections of the CEO?</p>
<p>The Team Versus the Legislature: The Representative from Finance, the Senator from Operations</p>
<p>The House Versus the Senate: Are Some More Equal Than Others?</p>
<p>The Majority Versus the Majority: The Impossibility of Deciding</p>
<p>Maybe the Problem Is That There Is No Problem</p>
<p>5 Case Study: How One CEO Transformed His Top Team 57</p>
<p>The Past as Prologue</p>
<p>Moving from a Single Top Team to Multiple Teams</p>
<p>The Team That Sits Together Works Together</p>
<p>Tailoring the Structure to Suit Your Needs as a Leader</p>
<p>6 Best Practices: Design an Organization That Delivers the Outcomes You Need 73</p>
<p>The Three Centers of Gravity</p>
<p>Flexing in Five Dimensions</p>
<p>The Portfolio and the Payoff</p>
<p>PART TWO: THE SENIOR MANAGEMENT TEAM UNBOUND 91</p>
<p>7 Engage the Senior Management Team in Three</p>
<p>Critical Conversations No Other Team Can Have 93</p>
<p>8 Align the Senior Management Team Around a Common View of the World 99</p>
<p>The Starting Point: Aligning Around Trends</p>
<p>Clustering Trends into Drivers of Change</p>
<p>Understanding Capabilities and Assets</p>
<p>Walking the Boundaries of the Company: TestingWalls and Fences</p>
<p>Defining and Selecting Opportunities</p>
<p>9 Prioritize and Integrate Initiatives to Hit the Strategic Bull s–Eye 119</p>
<p>Asking the Nearly Impossible: Prioritizing Initiatives</p>
<p>The Real Source of the Difficulty</p>
<p>Changing the Conversation</p>
<p>It s All Relative</p>
<p>Hitting the Bull s–Eye: Making Initiatives Work Together</p>
<p>10 Move from Should We Do This? to How Do We Do This? 145</p>
<p>It All Depends: Why Initiatives Fail</p>
<p>Putting on the Brakes: The Value of Parochialism</p>
<p>The American Red Cross: Managing Dependencies at the Speed of Disaster</p>
<p>Going from Should to How Fixing What s Actually Broken</p>
<p>11 Tailor Your Portfolio of Teams for Top Performance Now 167</p>
<p>Thinking It Through</p>
<p>Putting the New Approach into Motion</p>
<p>Repurposing the SMT</p>
<p>Who s in the Room?</p>
<p>Acknowledgments 179</p>
<p>The Author 183</p>
<p>Index 185</p>