Showing posts with label collaboration. Show all posts
Showing posts with label collaboration. Show all posts

Managing Virtual Teams (Artech House Professional Development Library) Review

Managing Virtual Teams (Artech House Professional Development Library)
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Managing Virtual Teams (Artech House Professional Development Library) ReviewI have really looked a long time to find a book that has a practical management perspective. Most of the books I've read on virtual teams either focus on bits and bytes (which I don't need since I'm an IT Director) or high level organizational theory. This book had some really practical suggestions that I could implement to improve communication and control for my team.Managing Virtual Teams (Artech House Professional Development Library) Overview

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Business Intelligence Success Factors: Tools for Aligning Your Business in the Global Economy (Wiley and SAS Business Series) Review

Business Intelligence Success Factors: Tools for Aligning Your Business in the Global Economy (Wiley and SAS Business Series)
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Business Intelligence Success Factors: Tools for Aligning Your Business in the Global Economy (Wiley and SAS Business Series) ReviewI highly recommend this book to anyone interested in helping to raise the consciousness within organizations and those who enjoy quietly leading by example. Olivia offers an inspirational approach to business intelligence.
Olivia's book is ideal for a book club. Within a community of readers, people can consciously slow down and reflect on all the wonderful ideas. If people only apply 5 to 10% of what they learn, from reading her book, organizational capacity will still grow immensely. When one finds ways to sow the seeds of knowledge and wisdom over a period of time within any organization, one can anticipate the joy in watching the seeds germinate and grow in the years to come.
Beyond contemplating how the broad spectrum of ideas can enrich organization behavior and optimal decision making, the concepts also offer opportunities for interpersonal reflection. This was an unanticipated consequence for me. By embracing chaos theory, acknowledging that order eventually emerges out of chaos, and appreciating systems thinking, my opportunities for personal growth have expanded.
Business Intelligence Success Factors: Tools for Aligning Your Business in the Global Economy (Wiley and SAS Business Series) Overview

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Alliance Competence: Maximizing the Value of Your Partnerships Review

Alliance Competence: Maximizing the Value of Your Partnerships
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Alliance Competence: Maximizing the Value of Your Partnerships Review'Alliance Competence' provides a 360 degree perspective on business alliance. It captures both the difficulties & opportunities involved in developing business alliance. It also outlines the resources & skills needed. The values of business alliance are also incorporated into the competitive advantage framework. The book is filled with detail to 'walk the talk', but the content tend to be ocasionally repetitive.Alliance Competence: Maximizing the Value of Your Partnerships Overview

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Multipliers: How the Best Leaders Make Everyone Smarter Review

Multipliers: How the Best Leaders Make Everyone Smarter
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Multipliers: How the Best Leaders Make Everyone Smarter Review
In this book written with Greg McKeown, Liz Wiseman juxtaposes two quite different types of persons whom she characterizes as the "Multiplier" and the "Diminisher." Although she refers to them as leaders, suggesting they have supervisory responsibilities, they could also be direct reports at the management level or workers at the "shop floor" level. Multipliers "extract full capability," their own as well as others', and demonstrate five disciplines: Talent Magnet, Liberator, Challenger, Debate Maker, and Investor. Diminishers underutilize talent and resources, their own as well as others, and also demonstrate five disciplines: Empire Builder, Tyrant, Know-It-All, Decision Maker, and Micro Manager. Wiseman devotes a separate chapter to each of the five Multiplier leadership roles.
Wiseman cites dozens of real-world examples that suggest how almost any organization (regardless of its size or nature) can plan, implement, accelerate, and sustain a human development program that strengthens participants' leadership and management skills that (a) will enable them to multiply the intelligence and capability of the people around them and (b) avoid behaviors that can diminish people's ability and enthusiasm
As Wiseman clearly realizes, people combine some of the best and worst traits of both the Multiplier and Diminisher. Strengths can become weaknesses or vice versa if carried to an extreme. A Talent Magnet, for example, could be especially effective recognizing and attracting high-potentials and then hoard their talents, exploiting them to her or his advantage. A Micro Manager could be especially alert for significant details that others ignore but deny other people's professional development by refusing to delegate tasks to them. In the healthiest organizations, there are constant efforts to increase (multiply) positive and productive engagement while reducing (diminishing) waste.
In Appendix B, this is one of the FAQs that caught my eye: Are people either Diminishers or Multipliers or are there people in the middle? Here is Wiseman and McKeown's response: "We see the Diminisher-Multiplier model as a continuum with a few people at the extremes and most of us somewhere in between. As people have been introduced to this material, they almost always see some of the Diminisher and some of the Multiplier within themselves. One leader we worked with is illustrative. He was a smart and aware individual who didn't fit the archetype of a Diminisher, and yet when he read the material he could see how he sometimes behaved in a Diminishing manner. While we studied this leadership phenomenon as a contrast, we see the model as a continuum with only a very few people at the polar extremes and the majority of us somewhere in the middle."
Most supervisors need to increase some behaviors (e.g. providing clear explanations of performance expectations and how performance will be measured) and avoid other behaviors (e.g. withholding information others need). The same is true of those whom they supervise. The challenge is to do more of what will add value and less of what diminishes it.
To me, one of the most valuable insights in this book suggests that, especially during the current economic recession/depression/whatever, the total cost of what must be done (in terms of dollars and hours) is probably much less than what would be saved by doing it. According to Wiseman, Multipliers extract so much more from their people that - in effect - they essentially double the workforce at no additional cost. If that isn't doing more with less, I don't know what is.Multipliers: How the Best Leaders Make Everyone Smarter Overview

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The New How: Creating Business Solutions Through Collaborative Strategy Review

The New How: Creating Business Solutions Through Collaborative Strategy
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The New How: Creating Business Solutions Through Collaborative Strategy ReviewI rarely say "must read", but this is a rare book.
Nilofer Merchant has accomplished what few business writers have:
- Implementing the ideas in this book will substantially transform organizations.
- These transformations will make the organizations simultaneously more competitive AND better places to work.
- Leaders at all levels can apply these learnings, although I most want this book to get into the hands of C-levels (the world hasn't changed yet!) and those that advise them.
- The book is so well-written that there's a good chance that readers will actually stay with it, remember it, refer back, and work toward the changes recommended.
Nilofer, former star performer at Apple and Autodesk, now strategy consultant to high-tech CEOs, has one foot grounded in the top-down reality of today's large organizations and another stepping forward into the more networked, collaborative, far more agile world of tomorrow's successful companies.
As an executive coach with roots in corporate strategy, I applaud Nilofer's theme that people at all levels in your organization have knowledge, insight, and solution-finding smarts that go largely untapped as companies currently set strategy and navigate fast-moving markets to deliver. For all the talk of "talent management" people at mid and front-line levels are seldom engaged in the decisions that matter most. This has to change, and here is your roadmap.
I rate this book, along with Heifetz & Lansky's "Practice of Adaptive Leadership", as highest-value reading that give me, at the opening of this perilous decade, the most optimism that people in big organizations can get their acts together and thrive.The New How: Creating Business Solutions Through Collaborative Strategy Overview

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Still Surprised: A Memoir of a Life in Leadership (Jb Warren Bennis) Review

Still Surprised: A Memoir of a Life in Leadership (Jb Warren Bennis)
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Still Surprised: A Memoir of a Life in Leadership (Jb Warren Bennis) Review
I have read and reviewed most (if not all) of Warren Bennis' books and most of his articles. This book is different from anything he has written previously because Bennis allows his student to accompany him on a journey back in time. Written with the considerable assistance of Patricia Ward Biederman (who was also centrally involved with earlier works such as Organizing Genius, Transparency, and The Essential Bennis), this volume combines a wealth of historical information with Bennis' comments on those he believes to have had the greatest influence on both his personal and professional development as well as reminiscences on those experiences, events, successes and especially failures, defining moments, and cultural forces that serve as a frame-of-reference for the evolution of his personal and professional relationships.
Bennis was born on March 5, 1925, and grew up in Westwood, NJ. However, he does not follow a chronological sequence when developing his narrative. In the first chapter, "The Crucible of War," he focuses on his World War Two experiences in the U.S. Army at age 19, "the rawest second lieutenant in the U.S. Army." Following the conclusion of the war, he realized that he didn't want his old life back and probably could not have had it even if he wanted it. "I wanted to invent a new one." The next chapter focuses on his years as a student at Antioch College in Yellow Springs, Ohio. The contrasts between the indescribable horrors of the battlefield and the pastoral innocence and serenity of a liberal college campus are especially striking. Although deeply grateful for the experiences both worlds provided (especially what he learned from mentors such as Captain Bessinger and Douglas McGregor) but ever restless, Bennis and his newlywed wife (the former Lucille Rose) relocated to the Boston area where he continued his formal education at MIT.
To this point and indeed until the conclusion of the book, the reader tags along as a companion to whom Bennis confides without hesitation but with selection of what (then or now) most interests him as well as what perplexes, irritates, and even angers him. At times, at least to this reader, he seems 85, at other times the age he was in a given situation or stage of his journey. The nature of the memoir is that it consists of what the memory recalls, to be sure, but also what it selects to share. Bennis remembers more than he shares, for obvious reasons, but the accumulative effect is one of candor. He maintains an informal, almost conversational tone with his reader without seeming disingenuous or self-serving.
He discusses his year abroad studying at the London School of Economics, his renewed association with MIT and the intellectual community in Cambridge, his involvement with the National Training Laboratories and its T-groups, the Institute for Management and IMEDE in Lausanne, the State University of New York at Buffalo, the University of Cincinnati, and the University of Southern California; also time on the faculties of Harvard and Boston University, the Indian Institute of Management Calcutta (IIM-C), INSEAD and IMD. He also discusses his service as chairman of the Advisory Board of the Center for Public Leadership at Harvard University's Kennedy School, as a visiting professor of leadership at the University of Exeter (UK) and as a senior fellow at UCLA's School of Public Policy and Social Research.
If there were a Mt. Rushmore monument for the business world, Bennis would probably be among the honorees (surely joined by Peter Drucker and hopefully by one of my intellectual heroines, Mary Parker Follett). Although Bennis shares a number of personal details, such as those concerning his various marriages, I have no interest in them as a reviewer of this book but mention those disclosures merely to suggest that -as is also true of George Washington, Thomas Jefferson, Theodore Roosevelt, and Abraham Lincoln - Warren Bennis is an imperfect human being.
As the title of this review suggests, I very much admire his insatiable curiosity that continues to explore and his sense of wonder that continues to encounter delight. With book in hand, and as an eager companion, I hope to share at least some of the new adventures that await this pilgrim who is "still surprised."
To those who share my high regard for this book, I also recommend other memoirs such as Peter Drucker's Adventures of a Bystander, Andrew Grove's Swimming Across, Alfred Sloan's My Years with General Motors, and John Whitehead's A Life in Leadership.Still Surprised: A Memoir of a Life in Leadership (Jb Warren Bennis) Overview

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The Ideal Executive (The Leadership Trilogy, Volume 1) Review

The Ideal Executive (The Leadership Trilogy, Volume 1)
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The Ideal Executive (The Leadership Trilogy, Volume 1) ReviewLeadership, in the Adizes worldview, is a team sport. Even the brashest and most pushy leaders need support from key followers. It may not look like a team from the outside, but the complexities of organizational life are such that one person acting alone cannot optimally deal with all of the challenges that managers face. The reality is, some problems will come along that you are great at solving, some problems will come along that you are ok at solving, and some will come along that you'd be much better off letting somebody else (who is great at it) deal with.
This book gets deep down into the details of exactly how this works on management teams, and how to build teams with people who have different kinds of leadership/management genius. It teaches you how the careful fact-checker can get along with the intuitive opportunity hound, synergizing their talents without driving each other totally insane! Adizes presents a typology that help everyone on the team understand and respect each other, communicate with each other and work together, making good decisions while resisting a culture of conformity. Instead, a vibrant leadership culture of mutual respect of differences becomes the norm for people who learn and apply these ideas on the job.
This book is an update to Dr. Adizes' earlier book entitled How To Solve The Mismanagement Crisis: Diagnosis and Treatment of Management Problems - also highly recommended. Adizes ideas about leadership teams is part of the larger conceptual framework of the Adizes management methodology. Core ideas are further developed in Mastering Change, and in much more detail in Managing Corporate Lifecycles. (Full disclosure: I've been so stimulated by core Adizes ideas that I've written my own book about just one of his ideas - The Structure of Concern: A Challenge for Thinkers, on sale here but also available for free online in soft copy from Scribd and other online repositories.)
I use this book as a textbook on leadership styles for self-analysis and team-building in corporate leadership development programs which I run. Students include managers and non-managers alike. Many students say the book has helped them not only at work, but in their marriages and as parents as well! It really presents a kind of deep psychology for collaboration with respect for (and leverage of) differences. It's also really good for people who are trying to plan out their career paths. It helps validate what you do as important, helps you realize you don't have to be good at everything, and it helps you target the kinds of jobs you might be most happy doing in the future. So even below the executive level, this book has something to offer every professional and manager in today's workplace.The Ideal Executive (The Leadership Trilogy, Volume 1) Overview

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Uniting the Virtual Workforce: Transforming Leadership and Innovation in the Globally Integrated Enterprise (Microsoft Executive Leadership Series) Review

Uniting the Virtual Workforce: Transforming Leadership and Innovation in the Globally Integrated Enterprise (Microsoft Executive Leadership Series)
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Uniting the Virtual Workforce: Transforming Leadership and Innovation in the Globally Integrated Enterprise (Microsoft Executive Leadership Series) ReviewWorking in a large, US-based corporation that has taken an accelerated path toward globalization in the last three years, I have come to realize that our ability to work together effectively across distance and across silos is key to our success.
I have read several books on the topic of global teamwork, and while I have learned a lot from each, this one above others does a great job of pulling all the relevant elements together into a single, coherent model that I find myself refering to again and again when I look at global teams in the company.
I have found the approach presented here very helpful in the sense that it goes beyond theory and provides tools and processes that can be put into practice, including tables, lists and worksheets.
The following aspects are presented clearly:
1. The importance of virtual distance and the impact it has on the team's bottom line
2. How to analyze virtual distance in a team
3. How to identify critical areas of improvement
4. Suggestions on how to improve in those areas
The model and process are building on extensive research and this is a refreshing approach, looking at other books on the subject that seem to be based mostly on anecdotal experiences.
Even though the title implies the model presented here is specific to global organizations, I would say it an asset to anyone working in any kind of organization above a certain size.
I think this book is a great read, whether you are a part of your company's HR organization or just leading in a distributed setting.
Highly recommended.Uniting the Virtual Workforce: Transforming Leadership and Innovation in the Globally Integrated Enterprise (Microsoft Executive Leadership Series) Overview

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Innovation Leaders: How Senior Executives Stimulate, Steer and Sustain Innovation Review

Innovation Leaders: How Senior Executives Stimulate, Steer and Sustain Innovation
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Innovation Leaders: How Senior Executives Stimulate, Steer and Sustain Innovation ReviewInnovation capacity in any enterprise depends on specific leadership and management practices. These practices serve to stimulate, guide, engage and sustain innovation. Deschamps provides a deep and insightful analysis of innovation leadership as it applies to different environments and strategic constructs. This is an excellent framework for enterprise development.
Putting a face on everyday leadership practice is part of the author's lesson. Innovation leadership is generated from the executive ranks to the front line efforts of the organization. This balance of mindset, structure and culture shape the methods and processes of innovation, as well as the outcomes of innovation.
Deschamps sets forth a series of five process imperatives that are basic to leadership in different applications of innovation strategy:
1.Unbundle and Map the Innovation Process
2.Define and Disperse Process Management Roles
3.Assess, Evaluate and Improve Key Sub-Processes
4.Engage Cross-Functional Teams, Collaborate
5.Develop and Apply Process Indicators, Metrics
Process concerns are often where development and innovation programs go haywire. But the author connects leadership thought and behavior with strategy, process, resources, culture and structure to redefine a company's capacity for innovation. Process becomes a channel for innovation leadership.
Roughly a third of this book is dedicated to innovation models and leadership for different development imperatives. These encompass new/improved products or extensions, category innovation, business system innovation and customer experience innovation. These differences have been noted by other authors over the years, but Deschamps puts the leadership and management constructs in their proper place. That helps put the strategic agenda in focus.
This is serious reading, but it provides critical insights into the conversation on innovation strategy, leadership and structure. Further, it will explain to many corporate boards and extended organizations the practical differences between dancing with innovation and causing real innovation.
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