{"product_id":"leading-without-authority-isbn-9780525575665","title":"Leading Without Authority","description":"\u003cb\u003eThe #1 \u003ci\u003eNew York Times \u003c\/i\u003ebestselling author of \u003ci\u003eNever Eat Alone\u003c\/i\u003e redefines collaboration with a radical new workplace operating system in which leadership no longer demands an office, an official title, or even a physical workplace.\u003c\/b\u003e\u003cbr\u003e \u003cbr\u003e\u003cb\u003e“An actionable methodology for any team to thrive during the decade of exponential change ahead.”—Peter H. Diamandis, founder of XPRIZE and Singularity University, bestselling co-author of \u003ci\u003eAbundance, Bold, \u003c\/i\u003eand\u003ci\u003e The Future Is Faster Than You Think\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eIn times of stress, we have a choice: we can retreat further into our isolated silos, or we can commit to “going higher together.” \u003cbr\u003e \u003cbr\u003eWhen external pressures are mounting, and employees are working from far-flung locations across the globe, says bestselling author Keith Ferrazzi, we can no longer afford to waste time navigating the complex chains of command or bureaucratic bottlenecks present in most companies. But when we choose the bold new methodology of co-elevation as our operating model, we unlock the potential to boost productivity, deepen commitment and engagement, and create a level of trust, mutual accountability, and purpose that exceeds what could have been accomplished under the status quo.\u003cbr\u003e \u003cbr\u003eAnd you don’t need any formal authority to do it. You simply have to marshal a commitment to a shared mission and care about the success and development of others as much as you care about your own. Regardless of your title, position, or where or how you work, the ability to lead without authority is an essential workplace competency.\u003cbr\u003e\u003cbr\u003eHere, Ferrazzi draws on over a decade of research and over thirty years helping CEOs and senior leaders drive innovation and build high-performing teams to show how we can all turn our colleagues and partners into teammates and truly reboot the way we work together.“\u003ci\u003eLeading Without Authority\u003c\/i\u003e is the must-read guidebook for radical transformation. Keith Ferrazzi’s concept of co-elevation provides an actionable methodology for any team to thrive during the decade of exponential change ahead.”\u003cb\u003e—Peter H. Diamandis, founder of XPRIZE and Singularity University, bestselling co-author of \u003ci\u003eAbundance,\u003c\/i\u003e \u003ci\u003eBold,\u003c\/i\u003e and \u003ci\u003eThe Future Is Faster Than You Think\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “Ferrazzi is breaking new ground in defining what leadership can mean in the emerging world of work. He shows that humility, curiosity, and candor can serve as the connective tissue binding us to our mission, to one another, and to a sense of purpose larger than ourselves.”\u003cb\u003e—Arianna Huffington, founder and CEO of Thrive Global\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “I’m excited to bring ‘co-elevation’ (as a new word, as a new book, and as a concept) to Zappos to help bring our culture and our business to the next level.”\u003cb\u003e—Tony Hsieh, CEO of Zappos, \u003ci\u003eNew York Times \u003c\/i\u003ebestselling author of \u003ci\u003eDelivering Happiness\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “Ferrazzi brilliantly shows how building mutually beneficial partnerships marks the future of all work, and demonstrates how anyone can lead if they’re willing to make themselves vulnerable and put the project mission and their partners first, turf and hierarchy last.”\u003cb\u003e—Kristin Yetto, chief people officer at eBay\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “A brilliant, unique approach to building relationship capital by creating trusting and lasting human connection, not merely digital contact—inside and outside your company.”\u003cb\u003e—Peter Guber, co-owner of the Golden State Warriors, Los Angeles Dodgers, and Los Angeles FC\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “A masterful guide to thriving in today’s very weird workplace . . . Get this right, and it doesn’t matter that the business world is roiled by change and disruption.”\u003cb\u003e—Dave Asprey, founder of Bulletproof,\u003c\/b\u003e \u003cb\u003e\u003ci\u003eNew York Times\u003c\/i\u003e bestselling author of \u003ci\u003eThe Bulletproof Diet\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “Ferrazzi has gone into the trenches to figure out what it really takes to empower people and make teams more than the sum of their parts. This book will be a staple in every leader’s library.”\u003cb\u003e—Adam Grant, host of the TED podcast \u003ci\u003eWorkLife,\u003c\/i\u003e \u003ci\u003eNew York Times\u003c\/i\u003e bestselling author of \u003ci\u003eGive and Take \u003c\/i\u003eand \u003ci\u003eOriginals\u003c\/i\u003e\u003c\/b\u003e\u003cb\u003eKeith Ferrazzi \u003c\/b\u003eis the founder and CEO of Ferrazzi Greenlight, a management consulting and team coaching company that works with many of the world’s biggest corporations. A graduate of Harvard Business School, Ferrazzi rose to become the youngest CMO of a Fortune 500 company during his career at Deloitte, and later became CMO of Starwood Hotels. He is a frequent contributor to \u003ci\u003eHarvard Business Review, Forbes, and Fortune\u003c\/i\u003e and the #1 \u003ci\u003eNew York Times\u003c\/i\u003e bestselling author of \u003ci\u003eWho’s Got Your Back\u003c\/i\u003e and \u003ci\u003eNever Eat Alone\u003c\/i\u003e. His mission is to transform teams to help them transform the world.\u003cb\u003erule one\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eWho’s Your Team?\u003cbr\u003e\u003cbr\u003ePosition does not define power—­impact defines power. Impact can be made in every role at every level, and when we prioritize bringing out the best in those around us, business growth and success follow. We’re at a critical time where deeply held notions about work are rapidly evolving. We must cultivate diverse workplaces where space is created for honest and constructive feedback and where associates further each other’s success. In short, we need to build organizations that value and encourage co-­elevation. —Mindy Grossman, CEO, WW International\u003cbr\u003e\u003cbr\u003e\u003cbr\u003eSandy was exhausted and angry. “Taking this job was a huge mistake,” she told me. “The corporate politics here are ridiculous. It’s like Game of Thrones, but without the chivalry.”\u003cbr\u003e\u003cbr\u003eThe HR director for a national bank in Chicago, Sandy was dealing with problems dumped on her that were beyond her authority to fix. Her biggest challenge was a companywide project she was heading that would centralize HR’s control of pay incentives throughout the organization. Not long after Sandy launched the initiative, she and her boss caught wind of a plan by the sales department to implement its own bonus incentive program.\u003cbr\u003e\u003cbr\u003eSandy’s boss worried that HR would look bad if other departments followed the sales department’s example and set up similar independent bonus programs. If that happened, HR’s centralized program would almost certainly fail to meet its projected cost savings. But her boss didn’t want to confront the head of sales on the issue, so he laid the problem at Sandy’s feet. He asked her to persuade Jane, the head of sales operations and the department’s second-­in-­command, to drop the sales bonus plan. “Nip it in the bud,” he told Sandy.\u003cbr\u003e\u003cbr\u003eSandy lacked the authority to tell Jane what to do, so she wasn’t surprised when Jane responded flat out that the department needed its own targeted bonus system to remedy its soft fourth-­quarter sales results. Sandy was left in an impossible position. She lacked the authority to force the sales department to comply with the new HR initiative, and her boss would be angry if the initiative failed.\u003cbr\u003e\u003cbr\u003eSandy was one of the best young executives I knew. I had met her several years earlier during work FG had done with her previous employer. She reached out and asked me to have lunch before a talk I was giving in Chicago to a group of HR leaders, and I gladly accepted. A few others I’d invited to join couldn’t make it, so it ended up being just me and Sandy.\u003cbr\u003e\u003cbr\u003eBefore our meal arrived, Sandy set down her iced tea and confided that she was thinking of looking for a new job. “I just don’t know if I’m cut out for this place,” she said. She had earned this job, with its big title and salary, by being a good leader who always took care of her staff. They knew she had their backs; that’s why she was so naturally adept at getting more from them than anyone expected.\u003cbr\u003e\u003cbr\u003eAs frustrated as Sandy was with Jane, she also felt victimized and abandoned by her boss for his refusal to confront the head of sales over the issue. Her complaints sounded all too familiar to me. Politics within an organization can be extremely demoralizing and create a victim mentality in even the ablest people. I had certainly felt victimized at Starwood when the new president took away my budget authority as CMO.\u003cbr\u003e\u003cbr\u003eBut I had a question for Sandy. “Are you absolutely certain that your companywide bonus program is the best answer for sales? Will your program help sales make their quarter?”\u003cbr\u003e\u003cbr\u003eSandy admitted that she couldn’t be sure, but that it wasn’t really her first concern. It was sales’s responsibility to make its numbers, which it had repeatedly failed to do, and Sandy had enough problems of her own. She’d also been charged with leading a cross-­functional team to develop a mobile app for HR, and that project was running behind. People from other departments critical to the app’s design and launch kept missing her meetings. It was another instance of people outside her chain of command threatening to undermine projects that she would be held accountable for.\u003cbr\u003e\u003cbr\u003eHow’s Your Team?\u003cbr\u003e\u003cbr\u003eI asked Sandy, “How’s your team doing?”\u003cbr\u003e\u003cbr\u003e“My people are as frustrated as I am,” she said. “You know me. I try to protect them as best I can.”\u003cbr\u003e\u003cbr\u003eI asked her again, “Yes, but how’s your team?”\u003cbr\u003e\u003cbr\u003eSandy smiled, familiar with my coaching methods. “What’s the game, Keith? I just told you how they are.”\u003cbr\u003e\u003cbr\u003e“I’m telling you this as someone who cares deeply about you and your career,” I said. “The team you’re failing is the team you don’t even realize exists.”\u003cbr\u003e\u003cbr\u003e“Okay,” she said cautiously. “What team are you talking about?”\u003cbr\u003e\u003cbr\u003e“Your team,” I told her, “is made up of everyone who is critical to helping you achieve your mission and goals.”\u003cbr\u003e\u003cbr\u003eLike nearly all managers, Sandy saw her team as her direct reports within the org chart. But Sandy faced far too many obstacles in getting her work done to take such a limited view of her leadership responsibilities. The only way to overcome all those obstacles successfully was for Sandy to embrace the notion that her team was a much larger network of people, far beyond the HR employees she was assigned to supervise.\u003cbr\u003e\u003cbr\u003eThat was the difficult proposition I had for Sandy. Could she inspire that same team commitment and performance among people over whom she had no authority? More specifically, could she engage with the sales department as though they were members of her own team, with the same sense of common purpose and shared desire to find solutions?\u003cbr\u003e\u003cbr\u003eMy goal in our conversation was to help shift Sandy’s mindset away from seeing herself as a victim, and instead see herself as a leader of a larger team. Every workplace suffers from office politics. The remedy is to lead a team of your own creation. To lead others who do not necessarily report to you. In other words, to lead without authority.\u003cbr\u003e\u003cbr\u003eAnd that’s the foundation of Rule One of the new work rules. You must awaken to the realization that for every goal you have, for every project or mission you have, you are responsible for leading a much broader group of people than the formal members of your team. The more ambitious the mission, the broader this group will be, and yet your leadership of this group must be as committed as it would be if each one of them were reporting to you.\u003cbr\u003e\u003cbr\u003eMost of us feel a sense of loyalty and obligation to the formal teams we are assigned to, or that are assigned to us. We care about the people on our teams—­at least, on good days. We support them and go to bat for them; we want them to succeed and grow. Now, as the work continues to shift toward more loosely organized cross-­functional teams, we have to extend that same degree of care, concern, commitment, and camaraderie to all our new team members—­even the people we don’t yet realize are on the team. It’s the only way to achieve extraordinary results.#1 New York Times bestselling author","brand":"Crown Currency","offers":[{"title":"Default Title","offer_id":46299780350181,"sku":"NP9780525575665","price":30.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780525575665.jpg?v=1767731227","url":"https:\/\/k12savings.com\/products\/leading-without-authority-isbn-9780525575665","provider":"K12savings","version":"1.0","type":"link"}