{"product_id":"whos-in-the-room-isbn-9781118067871","title":"Who's in the Room?","description":"\u003cp\u003e\u003cb\u003eIs your company run by a team with no name?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAt the top of every organization chart lies a myth—that a Senior Management Team makes a company's critical decisions. The reality is that critical decisions are typically made by the boss and a small group of confidants—a \"team with no name\"—outside of formal processes. Meanwhile, other members of the management team wonder why they weren't in the room or even consulted ahead of time. The dysfunction that results from this gap between myth and reality has led to years of unproductive team building exercises. The problems, Frisch shows, are ones of process and structure, not psychology.\u003c\/p\u003e \u003cp\u003eIn \u003ci\u003eWho's in the Room?\u003c\/i\u003e Bob Frisch provides a unique perspective to this widely misunderstood issue. Flying in the face of decades of organizational psychology, he argues that the solution lies not in addressing behaviors, but in unseating the senior management team as the epicenter of decision making. Using a broad portfolio of teams—large and small, permanent and temporary, formal and informal—great leaders match each decision to the appropriate team in a fluid, flexible approach that you won't find described in management textbooks.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eWho's in the Room?\u003c\/i\u003e is based on interviews with CEOs at organizations ranging from MasterCard to Ticketmaster to The Red Cross.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eUnderstand and embrace the way decision-making actually happens in their organizations\u003c\/li\u003e \u003cli\u003eUse these \"teams with no names\" to best advantage\u003c\/li\u003e \u003cli\u003eEngage the Senior Management Team in the three critical tasks for which it is ideally suited \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eOrganizations will get better decisions and superior results by unleashing the full potential of their Senior Management Teams. And bosses will see a dramatic drop-off in people coming into their offices asking, \"Why wasn't I in the room?\"\u003c\/p\u003e \u003cp\u003eIntroduction: Who’s in the Room? 1\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One: From Problem to Portfolio 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Most Companies Are Run by Teams with No Names 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Myth of the Top Team\u003c\/p\u003e \u003cp\u003eIllusion and Reality\u003c\/p\u003e \u003cp\u003eThe Problem That Isn’t There, But Won’t Go Away\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Team Building Won’t Solve the Problem 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhen the Shrinks Go Marching In\u003c\/p\u003e \u003cp\u003eAfter the Shrinks Have Gone\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Don’t Blame the Boss 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIn Search of the Ideal Leader\u003c\/p\u003e \u003cp\u003eInside the Box\u003c\/p\u003e \u003cp\u003eDo the ‘‘Rights’’ Thing\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Four Fundamental Conflicts at the Heart of Senior Management Teams 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMission Control Versus Knights of the Round Table: Functional Specialists or Reflections of the CEO?\u003c\/p\u003e \u003cp\u003eThe Team Versus the Legislature: The Representative from Finance, the Senator from Operations\u003c\/p\u003e \u003cp\u003eThe House Versus the Senate: Are Some More Equal Than Others?\u003c\/p\u003e \u003cp\u003eThe Majority Versus the Majority: The Impossibility of Deciding\u003c\/p\u003e \u003cp\u003eMaybe the Problem Is That There Is No Problem\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Case Study: How One CEO Transformed His Top Team 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Past as Prologue\u003c\/p\u003e \u003cp\u003eMoving from a Single Top Team to Multiple Teams\u003c\/p\u003e \u003cp\u003eThe Team That Sits Together Works Together\u003c\/p\u003e \u003cp\u003eTailoring the Structure to Suit Your Needs as a Leader\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Best Practices: Design an Organization That Delivers the Outcomes You Need 73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Three Centers of Gravity\u003c\/p\u003e \u003cp\u003eFlexing in Five Dimensions\u003c\/p\u003e \u003cp\u003eThe Portfolio and the Payoff\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two: The Senior Management Team Unbound 91\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Engage the Senior Management Team in Three Critical Conversations No Other Team Can Have 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Align the Senior Management Team Around a Common View of the World 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Starting Point: Aligning Around Trends\u003c\/p\u003e \u003cp\u003eClustering Trends into Drivers of Change\u003c\/p\u003e \u003cp\u003eUnderstanding Capabilities and Assets\u003c\/p\u003e \u003cp\u003eWalking the Boundaries of the Company: Testing Walls and Fences\u003c\/p\u003e \u003cp\u003eDefining and Selecting Opportunities\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Prioritize and Integrate Initiatives to Hit the Strategic Bull’s-Eye 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAsking the Nearly Impossible: Prioritizing Initiatives\u003c\/p\u003e \u003cp\u003eThe Real Source of the Difficulty\u003c\/p\u003e \u003cp\u003eChanging the Conversation\u003c\/p\u003e \u003cp\u003eIt’s All Relative\u003c\/p\u003e \u003cp\u003eHitting the Bull’s-Eye: Making Initiatives Work Together\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Move from ‘‘\u003ci\u003eShould \u003c\/i\u003eWe Do This?’’ to ‘‘\u003ci\u003eHow \u003c\/i\u003eDo We Do This?’’ 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIt All Depends: Why Initiatives Fail\u003c\/p\u003e \u003cp\u003ePutting on the Brakes: The Value of Parochialism\u003c\/p\u003e \u003cp\u003eThe American Red Cross: Managing Dependencies at the Speed of Disaster\u003c\/p\u003e \u003cp\u003eGoing from ‘‘Should’’ to ‘‘How’’\u003c\/p\u003e \u003cp\u003eFixing What’s Actually Broken\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Tailor Your Portfolio of Teams for Top Performance Now 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThinking It Through\u003c\/p\u003e \u003cp\u003ePutting the New Approach into Motion\u003c\/p\u003e \u003cp\u003eRepurposing the SMT\u003c\/p\u003e \u003cp\u003eWho’s in the Room?\u003c\/p\u003e \u003cp\u003eAcknowledgments 179\u003c\/p\u003e \u003cp\u003eThe Author 183\u003c\/p\u003e \u003cp\u003eIndex 185\u003c\/p\u003e  \u003cp\u003e“Great guide for any leader to use in mapping out his or her advisory teams”\u003cbr\u003e —800 CEO Read\u003c\/p\u003e \u003cp\u003e“Authoritative and pragmatic look at how to make the right calls”\u003cbr\u003e —Julian Birkinshaw, Management Today\u003c\/p\u003e \u003cp\u003e“Offers real-world strategies for making the best of how organizations seem to work”\u003cbr\u003e —The Leader Lab\u003c\/p\u003e \u003cp\u003e“How to structure organizational teams in a way that is both more realistic and more productive is at the heart of Frisch’s book”\u003cbr\u003e —CIO Magazine\u003c\/p\u003e \u003cp\u003e“What you really want from a book on organizational decision making and leadership”\u003cbr\u003e —New York Journal of Books\u003c\/p\u003e \u003cp\u003e“You’ll know his advice is working when you see a dramatic drop-off in people coming into your office and asking, \"Why wasn’t I in the room?\"\u003cbr\u003e —Matthew May, Amex OPEN Forum\u003c\/p\u003e \u003cp\u003e“\u003ci\u003eWho’s in the Room? f\u003c\/i\u003ealls in the great category…due to the book's ability to jar your perspective of how teams do and should operate.”\u003cbr\u003e —Michael Wade, Execupundit\u003c\/p\u003e \u003cb\u003eBob Frisch\u003c\/b\u003e, managing partner of The Strategic Offsites Group, has worked with organizations ranging from Fortune 500 companies to German mittelstand family businesses to the U.S. Department of State. Bob's work has been featured in the Harvard Business Review, the \u003ci\u003eWall Street Journal\u003c\/i\u003e, \u003ci\u003eBloomberg Businessweek\u003c\/i\u003e, and \u003ci\u003eFortune\u003c\/i\u003e.  At the top of every organization chart lies a myth—that the boss and senior management team make all the critical decisions together. In reality, most decisions are actually made by the boss and an inner circle of confidants—a \"team with no name\" that exists outside formal processes.  \u003cp\u003eThis gap between the myth and reality of decision making causes significant problems. Executives wonder why they weren't consulted earlier. Bosses wonder why team members have trouble grasping the big picture. There's a tension in the executive suite, and repeated attempts at team building don't seem to resolve it.\u003c\/p\u003e \u003cp\u003eIn \u003ci\u003eWho's in the Room?\u003c\/i\u003e Bob Frisch provides a unique perspective to this widely misunderstood issue. Flying in the face of decades of organizational psychology, he argues that the solution lies not in addressing behaviors, but in unseating the senior management team as the epicenter of decision making. Using a broad portfolio of teams—large and small, permanent and temporary, formal and informal—great leaders match each decision to the appropriate team in a fluid, flexible approach that you won't find described in management textbooks.\u003c\/p\u003e \u003cp\u003eFrisch's decades of experience as one of the world's leading strategy facilitators have given him unparalleled access to senior executives as they worked through their most critical decisions. Drawing on insights from interviews with the CEOs of organizations ranging from MasterCard to Ticketmaster to the Red Cross, Frisch shows how great leaders can unleash the full power of their senior management teams against a specific set of critical tasks for which they are uniquely suited.\u003c\/p\u003e \u003cp\u003eThe result: The right teams addressing the right issues at the right time, a renewed sense of collective purpose for the organization's most senior and valued leaders, and, most importantly, bosses seeing an end to people asking, \"Why wasn't I in the room?\"\u003c\/p\u003e  \u003cb\u003ePraise for \u003ci\u003eWho's in the Room?\u003c\/i\u003e\u003c\/b\u003e  \u003cp\u003e\"Many business observers talk about executive decision making, but few take you inside the meeting rooms the way Bob Frisch does, or make you rethink what goes on there. \u003ci\u003eWho's in the Room?\u003c\/i\u003e will cause a lot of leadership teams to set aside time to talk about how decisions are—and should be—made in their organizations. For most of those teams, that will be a unique and much-needed discussion.\"\u003cbr\u003e —\u003cb\u003eWalt Macnee\u003c\/b\u003e, vice chairman, MasterCard Worldwide\u003c\/p\u003e \u003cp\u003e\"Bob Frisch's thirty years of experience in the executive suites of the world's largest companies have led to provocative new insights into how decisions get made at the highest levels of organizations. Whether you fully agree with his premise or not, this book makes a significant contribution to our understanding of top team effectiveness.\"\u003cbr\u003e —\u003cb\u003eWarren Bennis\u003c\/b\u003e, Distinguished Professor of Business, University of Southern California; and author, \u003ci\u003eStill Surprised: A Memoir of a Life in Leadership\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\"\u003ci\u003eWho's in the Room?\u003c\/i\u003e puts forward a pragmatic, easily implemented way for companies large and small, across industries and borders, to rapidly improve the quality of their decision making and the effectiveness of their leadership teams. It highlights some basic truths about how leaders lead, how teams behave, and how organizations work, that will have you changing the way you run your company by the time you finish reading it.\"\u003cbr\u003e —\u003cb\u003eDoug Stotz\u003c\/b\u003e, executive vice president and chief marketing officer, Bank of Montreal\u003c\/p\u003e \u003cp\u003e\"Rarely does a book reset the way we at look at something and truly shift our basic assumptions about routine activities. Who's in the Room? is one of those books. It will permanently change your thinking about how organizations should be led.\"\u003cbr\u003e —\u003cb\u003eMichael Treacy\u003c\/b\u003e, coauthor, \u003ci\u003eThe Discipline of Market Leaders\u003c\/i\u003e\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47990485188837,"sku":"NP9781118067871","price":29.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118067871.jpg?v=1761788014","url":"https:\/\/k12savings.com\/products\/whos-in-the-room-isbn-9781118067871","provider":"K12savings","version":"1.0","type":"link"}