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The Obsessions of an Extraordinary Executive: The Four Disciplines at the Heart of Making Any Organization World Class (Hardback) - Common (Englisch) Gebundene Ausgabe – 2000
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Mr. Lencioni tells us, 'If everthing is important, then nothing is.' He expands on that point by saying, 'The key to managing this challenge, of course, is to identify a reasonable number of issues that will have the greatest possible impact on the success of your organization and then spend most of your time thinking about, talking about, and working on those issues.'
What, then, are these issues? Mr. Lencioni feels that they mostly fall into making the organization smarter and healthier. He points out that most leaders focus on the 'smarter' part, and generally ignore the 'healthier' subject. He also asserts that the 'healthier' issues are more important than the 'smarter' ones. He defines a healthy organization as one that eliminates politics and confusion. You can tell if this has been accomplished by watching to see if morale rises, employee turnover drops, and productivity growth accelerates.
The key obsessions are:
1. Build and maintain a cohesive leadership team
2. Create organizational clarity
3. Over communicate organizational clarity
4. Reinforce organizational clarity through human systems.
The book details the key elements of each obsession. The fable contains all of the key elements in the story.
The fable is built around two competitive companies in the technology consulting business from the perspective of their CEOs. These men started their companies at around the same time after graduating from the same school.Lesen Sie weiter... ›
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He calls them `fables'. `Leadership fables', to be precise. It's a growing genre in business publications, perhaps a sign that such writers and their editors and marketers have caught on to the power of narrative to make a point that often comes across as dry and abstract when it's treated, well, dryly and abstractly.
Lencioni is not a great story writer. He's just effective, which is probably satisfactory enough reward for this management consultant and, now, best-selling author (see The Five Dysfunctions of a Team, The Five Temptations of a CEO, and the hilariously betitled Death by Meeting).
His secret is to keep it simple. There's not a lot of business theory here, but years of acute observation of leaders and the businesses they lead undergird the simple plot line of two executives of Bay Area firms, one who stumbles upon simplicity and another who just stumbles. Lencioni's villains are a little too simple-minded for my tastes, his hero a bit too moral. But that's only a critique if his intention is to write great literature. It's not: he wants to help execs who become too harried for our own good and anybody else's because we allow our task to complicate our work and, inevitably, our lives.
I won't give away what the author's four obsessions are. But they're not rocket science. The author would be the first to tell you so.
Most of us need some simplicity. And a little bit of obsession. You'll find them both here.
The good news is that he articulates a straight forward (and not touchy-feely) prescription for a better-functioning organization. Like other great business books, the points seem obvious only in retrospect... few companies, I submit, actually engage in these key practices and waste a lot of time because of their failure to do so.
The day after reading it, I went through it again, writing a (long) list of actions that we're now taking in order to become a healthy -- as opposed to merely smart -- organization. If we had adopted it earlier, I think we would have blown away our goals, improved our retention, and kept everyone a lot happier.