In The Four Obsessions of an Extraordinary Executive Pat Lencioni offers another Download PDF The resources listed below include general book information and a series of downloads referenced in the back section of the book. The Four Obsessions of an Extraordinary Executive: A Leadership Fable (J-B Lencioni Series Read online, or download in secure PDF or secure EPUB format. The Four. Obsessions of an. Extraordinary. Executive. A Leadership Fable. Patrick Lencioni . A Summary and Self-Assessment. Acknowledgments.
|Language:||English, Japanese, French|
|Genre:||Business & Career|
|ePub File Size:||28.35 MB|
|PDF File Size:||9.51 MB|
|Distribution:||Free* [*Registration needed]|
(). cover image of The Five Dysfunctions of a Team (Summary) (). cover image of The Four Obsessions of an Extraordinary Executive. The Four Obsessions of an Extraordinary Executive: A Leadership Fable [Patrick The story moves quickly and is followed by a comprehensive analytical summary, which Get your site here, or download a FREE site Reading App. Editorial Reviews. lockfollolatu.ml Review. Allegories and parables have long been effective Download it once and read it on your site device, PC, phones or tablets. The story moves quickly and is followed by a comprehensive analytical summary, which includes self-assessment tools and suggestions for putting the.
Without having aired their opinions in the course of passionate and open debate, team members, rarely, if ever download in and commit to decisions, though they may feign agreement during meetings. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.
This is a genuinely significant book for anyone who works in a team environment, whether at work, in sports, in the community, at home, etc. Of all the business books I have read on team building, "Five Dysfunctions" stands at the top of the pack. Anyone who has been forced to go through corporate "team building" sessions and sing with their fellow co-workers knows that it is an approach that doesn't work!
The principles presented in "Five Dysfunctions" are solid and will get results. The organization of "Five Dysfunctions" is as follows. The bulk of the book comprises of an extended fictitious example of a dysfunctional group, and slowly works through the underlying principles.
These principles are then succinctly presented in the last few pages of the book, along with further analysis and suggestions on implementation. This organization allows the principles to slowly sink in through the book, but then gives the reader a very focused section the use for later reference and review.
A great strength of the book is that it avoids the all-too-frequent tendency of creating tension and then resolving it more quickly than would happen in real life. Reading the story gives you a sense of the effort needed to work through the dysfunctions of a team. The tools are presented to the reader, but without the illusion of a quick fix.
Rather, "Five Dysfunctions" gives a simple message that inspires, energizes, and creates a vision of hope for how thing could be in a team. One "a-ha" experience I had while reading this book is that some of the teams I have been on - teams where we all got along just fine - shared at least some of the five dysfunctions which made them less than effective. It is also the most elusive because it requires considerable interpersonal commitment from an executive team and its leader.
Although most executives are aware of the existence of some political behavior within their teams, they almost always underestimate its magnitude and the impact it has on the company and its people.
This blindness occurs because what executives believe are small disconnects between themselves and their peers actually look like major rifts to people deeper in the organization. And when those people deeper in the organization try to resolve the differences among themselves, they often become engaged in bloody and time-consuming battles, with no possibility for resolution.
And all of this occurs because leaders higher in the organization failed to work out minor issues, usually out of fear of conflict. The commonness and severity of this problem make the point worth repeating. When an executive decides not to confront a peer about a potential disagreement, he or she is dooming employees to waste time, money, and emotional energy dealing with unresolvable issues.
This causes the best employees to start looking for jobs in less dysfunctional organizations, and it creates and environment of disillusionment, distrust, and exhaustion for those who stay. Cohesive teams, on the other hand resolve their issues and create environments of trust for themselves, and thus for their people. They ensure that most of the energy expended in the organization is focused on achieving the desired results of the firm.
What is more, I have found that outstanding employees rarely leave these organizations. Never boring. For cohesive teams, meetings are compelling and vital. But they fight about issues, not personalities. Like a marriage or any other meaningful relationship, the only way to build strength is to share experiences that require everyone to rally and overcome obstacles.
More important, it allows them to make decisions and resolve problems without constant supervision and advice from managers.
The Four Obsessions of an Extraordinary Executive
Essentially, organizational clarity allows a company to delegate more effectively and empower its employees with a true sense of confidence. And if they later see a need to change course, they do so without hesitation or apology, and thus create clarity around the new idea or answer. Though it may seem at first esoteric, it sets the stage for almost every decision the organization makes.
Then write down one or two adjectives that describe the employees listed. Then, list one or two employees that have left, or should leave, because of their behavior or performance. This may seem to be a useful way to test a hypothesis, but it is not a replacement for the introspection and discussion of an executive team. If so, stop using the term altogether and come up with a different term instead. Why articulate exactly what it does, whom it serves, and against whom it competes?
How Does Our Approach Differ? The key is taking the time to look at all of the decisions that the company has made, even the obvious ones, and identify those that, when combined, make the company uniquely positioned for success.
Why is this tragic? It is important that team members get comfortable letting their colleagues see them for who they are. For cohesive teams, meetings are vital. Cohesive teams fight about issues, not personalities and have the capacity of moving on to the next issue without residual feelings.
No one should leave the meeting with unspoken resentment. The result is focus and efficiency. Behaviourally, it requires an executive team to demonstrate commitment and courage.
Employees in these organisations have great levels of autonomy , they know what their boundaries are and when they need guidance from management before taking action. The ability to make decisions by themselves creates an environment of empowerment.
One of the best ways to achieve clarity, Lencioni says, is to answer six questions pertaining to the organisation: Why does the organisation exist and what differences does it make in the world? What behavioural values are irreplaceable and fundamental?
What business are we in?A great strength of the book is that it avoids the all-too-frequent tendency of creating tension and then resolving it more quickly than would happen in real life. The Advantage If an organization is led by a team that is not behaviorally unified, there is no chance that it will become healthy.
Originally built in 1838, three workers were killed during the lighthouse's construction, including one who mysteriously plunged to his death from the catwalk. A Metro Parking initiative, Hospital Carshare puts you in contact with fellow workers to encourage you to share a lift to work each day.
James S. The key is taking the time to look at all of the decisions that the company has made, even the obvious ones, and identify those that, when combined, make the company uniquely positioned for success.