At the heart of every organization chart lies a myth. At the top there’s the boss. Directly beneath are the boss’s direct reports – anywhere from five to fifteen people who meet regularly as the senior team. Whether at the corporate, divisional, functional, or departmental level, this team almost invariably has a name that suggests its lofty status: Executive Committee, Management Council, Operating Committee, Senior Management Team. The members of this august body are presumed by most managers to spend their time together discussing profound thoughts and making all of the organization’s truly momentous decisions. The reality is that they don’t.
"He offers helpful suggestions about decision making best practices, including the right number of advisory teams to be organized, the most effective size and composition of each team, considerations of “issue ownership” as each decision evolves toward final disposition, and even the timing of the various tasks involved."—New York Journal of Books
"Who’s in the Room? is a great guide for any leader to use in mapping out his or her advisory teams and get the company working in the same direction."—800 CEO Read
"Frisch's world view is a little unsettling. It rings true and it has a pragmatic quality that I cannot argue against. But for those who want greater accountability among their corporate leaders, it is a minefield."—Management Today
Perhaps more than any of the other dysfunctions, the leader must set the tone for a focus on results. If team members sense that the leader values anything other than results, they will take that as permission to do the same for themselves. Team leaders must be selfless and objective and
In this leadership book, 42 Rules for Creating WE offers new insights from thought leaders in neuroscience, organizational development, and brand strategy, introducing groundbreaking practices for bringing the spirit of WE to any organization, team or cause.
Social capital consists of the stock of active connections among people: the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible. It makes an organization, or any cooperative group, more than a collection of individuals’ intent on achieving
Having a small cadre of trusted advisers in the room when each big decision is made is the way most leaders run their organizations.
The sources of the dissatisfaction or vague disappointment with the effectiveness of the senior management team (SMT) on the part of leaders and team members don’t lie in the psyche.
The team can focus not on smooth functioning – that’s the true realm of team building – but on finding the things it can do best.
An average executive spends anywhere from 30 to 50 percent of his or her working hours in meetings and as much as a third of that time is unproductive.
In organizations where standing committees proliferate and executives jockey for membership in as many high-profile groups as possible, meetings consume more and more time.
Let’s argue for eliminating as many permanent groups and committees as is feasible and replacing them with objectives-based teams.