Senior Leadership Teams: What It Takes to Make Them Great

Overview


An organisation's fate hinges on its CEO - right? Not according to the authors of "Senior Leadership Teams". They argue that in today's world of neck-snapping change, demands on leaders in top roles are rapidly outdistancing the capabilities of any one person - no matter how talented. Result? Chief executives are turning to their enterprise's senior leaders for help. Yet many CEOs stumble when creatinga leadership team. One major challenge is that senior executives often focus more on their individual roles than...
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Overview


An organisation's fate hinges on its CEO - right? Not according to the authors of "Senior Leadership Teams". They argue that in today's world of neck-snapping change, demands on leaders in top roles are rapidly outdistancing the capabilities of any one person - no matter how talented. Result? Chief executives are turning to their enterprise's senior leaders for help. Yet many CEOs stumble when creatinga leadership team. One major challenge is that senior executives often focus more on their individual roles than on the top team's shared work. Without the CEO's careful attention to setting the team up correctly, these high-powered managers often have difficulty pulling together to move their organisation forward. Sometimes they don't even agree about what constitutes the right path forward.The authors explain how to determine whether your organisation needs a senior leadership team. Then, drawing on their study of 100+ top teams from around the world, they explain how to create a clear and compelling purpose for your team, get the right people on it, provide structure and support, and sharpen team members' competencies - and your own. Timely and practical, this book enables you to create and sustain a leadership team whose members learn from one another while collaborating to pursue your company's objectives.
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Product Details

  • ISBN-13: 9781422103364
  • Publisher: Harvard Business Review Press
  • Publication date: 1/21/2008
  • Series: Center for Public Leadership Series
  • Pages: 241
  • Sales rank: 224,549
  • Product dimensions: 6.30 (w) x 9.30 (h) x 1.20 (d)

Meet the Author

Ruth Wageman is Visiting Scholar in Psychology at Harvard University and Director of Research for Hay Group. Debra Nunes and James Burruss are Vice Presidents at Hay Group's McClelland Institute for Research and Innovation. J. Richard Hackman is Edgar Pierce Professor of Social and Organizational Psychology at Harvard University.
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Table of Contents


Preface     xi
Acknowledgments     xxi
The Fall of the Heroic CEO and the Rise of the Leadership Team     1
The Essentials
First, Decide If You Need-and Want-a Team     29
Create a Compelling Purpose for Your Leadership Team     57
Get the Right People on Your Team-and the Wrong Ones Off     79
The Enablers
Give Your Leadership Team the Structure It Needs to Work     111
Give Your Leadership Team the Support It Needs to Succeed     139
Coach Your Team-and Timing Is Everything     159
Leading a Leadership Team
Develop Your Own Team Leadership Competencies     183
What It Takes to Make Them Great     207
Notes     219
References     227
Index     233
About the Authors     239
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Sort by: Showing 1 Customer Reviews
  • Posted July 4, 2009

    more from this reviewer

    I Also Recommend:

    Relevant and Compelling

    As a corporate director of human resources I was very pleased with the theme and advice given in this book. Following the examples postulated in Good to Great, the authors found and validated an organization not hinging its fate hinges its CEO.

    The new global economy and today's widely pendulant swings in fashion, taste and political ideologies, a organization that wishes to be in the race for the long term must be nimble and have the (rare) ability to make the right decisions at the right time.

    The creation of a senior leadership team is basically a no-brainer. But as the book stresses, the actual foundation and construction must be carefully considered. As a member of management since the 1970's I can attest that a large portion of these so-called teams fail due to faulty construction and ego issues.

    The study of 100+ top teams from around the world does the heavy lifting for us providing a recipe that is clear and compelling for our teams. The segments on sharpening team members' competencies should not be overlooked. In my humble view, this is critical.

    As a side note, I would require each new team member to read Jerry Spence's book How to Argue and Win and also Phil Jackson's old tome Sacred Hoops. Both are fantastic books containing many nuggets of teamwork wisdom.

    Compelling and relevant, this book will greatly assist you in your goal of creating and maintaining a leadership team that will play a giant role in reaching your company's objectives.

    I hope you find this review helpful.

    Michael L. Gooch

    Was this review helpful? Yes  No   Report this review
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