5 of 5 people found the following review helpful
on 15 July 2009
This book closes the gap between effective organization design and strategy implementation/change management. It brings out the key role of the senior leadership team in taking the organization forward.
This book covers areas not dealt with adequately elsewhere, by the extensive literature on team effectiveness, of the past 20-25 years.
I suggest reading the last chapter first (nine), as this provides a good overview of the key concepts. Chapter five on giving the Leadership team the structure it needs to work effectively, is one of the best features of the book.
The six core questions addressed by the book are:
* Does your organization really need a leadership team?
* If so, how do you articulate a compelling team purpose?
* How can you tell if the right people are on the team?
* How should the team be structured in terms of its size, mix of members, and norms for interaction?
* What organizational supports ( including recognition and reliable data) does a top team need?
* How will you ensure the team has skilled, hands-on-coaching?
Page 161 contains some interesting points:
" A surprising finding from out research is that teams do not improve markedly, even if all their members receive individual coaching to develop their personal capabilities. Individual coaching can indeed help executives become better leaders in their own right, but the team does not necessarily improve."
They highlight that coaching for effective team development is a different matter from 1-1 coaching. This confirms my doubts that individual coaching, has its major limatations in regard to improving effectiveness in team/organizational settings.
The content is based on the study of 120 top teams around the world. The lessons apply across any sector - private/public/not for profit etc.
The Hay group has attempted to build a thought leadership capability in this and related areas. This has been largely achieved by this book. The content draws extensively on Hackmans work whom I have always admired and the Team Diagnostic survey. ( Check this out on google) The combination of academic and consultancy experience - 100 years plus, has led to useful and well crafted book.
One of the few minus points of the book is to found on page 147. This material, on the information needs of the senior leadership team is lightweight in content.
Stan Felstead - Interchange Resources - UK.
4 of 5 people found the following review helpful
On the surface, you wouldn't think that assembling a functional senior leadership team would pose a significant problem to the typical CEO. After all, senior leaders are an organization's best and brightest. They've progressed through the ranks, demonstrated their abilities, and proven that they get along well with their colleagues and the people who work for them. So why are so many senior leadership teams unproductive? Why do most executives regard an invitation to join a CEO's lead team as a punishment instead of a great opportunity? You could fill a book with all the reasons, which is exactly what Ruth Wageman, Debra A. Nunes, James A. Burruss and J. Richard Hackman have done. The authors dissect and examine every aspect of this vital issue, and offer sensible advice and answers. Follow their lead and don't squander a golden opportunity to help your organization. getAbstract believes this book is highly useful reading for all CEOs and senior executives.