Im Team liegt der Schlüssel zur Verbesserung der Leistung in jeder Art von Organisation. Nur mit Teams sind qualitative Perfektion, Kundenservice und Innovation erreichbar. Wo und unter welchen Bedingungen Teams am erfolgreichsten arbeiten und wie man ihre Effektivität verbessern kann, beantworten die beiden Autoren, erfahrene Unternehmensberater bei McKinsey.
Inhaltsübersicht: Danksagungen, Einleitung: der Geist von Haida Gwaii, 1. An der Spitze ist alles ein wenig schwieriger, 2. Warum man an der Spitze eher "Nicht-Teams" findet, 3. Wie "umwälzende Ereignisse" Teams hervorbringen, 4. Zwei Methoden im Widerstreit, 5. Gelegenheiten für gemeinsames Handeln, 6. Bewusst abwägen, 7. Der Chef muss mehrere Rollen spielen, 8. Teams, die "etwas bewegen", 9. Methode, Abstimmung und Ausgewogenheit, Anhänge, Anmerkungen.
A team at McKinsey & Company set out to discover why some companies were able to change and go on to higher performance levels while most others got bogged down.
How You Can Create Growth and High Performance at Your Company
The book provides a comprehensive guide for navigating significant changes in today's marketplace, emphasizing practical strategies and actionable steps. It includes an added feature, the "Real Change Leader's Handbook for Action," which offers assessment tools, checklists, and charts designed to facilitate the implementation of change effectively.
"From one of the founders of the organizational culture movement, and the author of the seminal The Wisdom of Teams (over 400,000 sold worldwide), a book that focuses on the key elements every leader can tap to transform company culture. Every organization has a unique culture, but they all have one thing in common. Whenever they have a big change to make, powerful emotional forces in their culture appear, at first, to resist it. But there are other culture forces under the surface that can be potential sources of catalytic strength. The best leaders succeed by tapping those "critical few" sources. Using an unusual, dialogue-based approach, Katzenbach shows how a sharp focus on just these elements reduces complexity and enables leaders to create profound cultural transformation and positive, lasting impact on performance. The critical few elements are: The critical few traits: the shared characteristics that are at the heart of people's emotional connection to what they do. The critical few behaviors: people's actions that would lead a company to succeed if they were replicated at greater scale. The critical few people: individuals whose emotional intuition and institutional trust make them valued guides for transformation, wherever they are on the org chart"-- Provided by publisher
The Power of the World's Greatest Motivational Force
The book that turns our understanding of motivation on its head . . . and shows why most companies get it wrong.There are few people with more experience and accumulated wisdom about the inner workings of business and how people can work together more effectively than Jon Katzenbach. His groundbreaking research has resulted in several important books, including The Wisdom of Teams and Real Change Leaders . Over the past several years he has turned his attention to one of the perennial questions of leaders How do I motivate my employees?Most everyone frets about how to devise schemes that will keep the troops revved up. Conventional wisdom—or at least the practice at most companies—often centers on money as the primary motivating force. Many also rely on intimidation, which like money generally has a short-term impact. But what Katzenbach has found in his research at many organizations is that both of these practices do little to build the long-term sustainability of an organization. For that you need a powerful force that has been—until this point—understood by few managers and implemented by fewer pride.From the front lines to the executive suite, most people are motivated by feelings of accomplishment, approval, and camaraderie. It’s why the best employees strive well beyond performance levels that will yield them higher pay and why most true professionals relentlessly avoid retirement.Why does Southwest Airlines consistently turn in the highest levels of performance and profitability of any company in the airline business? What can the U.S. Marines teach us about individual commitment that can be used in the for-profit world? How is General Motors overcoming its history of labor-management enmity through the efforts of “pride-builders” from both the union and the management side? By drawing on what he has learned from these and many other organizations, Jon Katzenbach provides a practical program for understanding the role of • Money is not the motivator most people think it Katzenbach shows why pay-for-performance programs by themselves result in employees who focus on self-serving behavior and skin-deep organizational commitment.• Money tends to be a short-term motivational device and works best during times of growth, but pride works in bad times as well as good.• Cultivating pride is an investment that yields high returns on workforce performance over time and is not nearly as costly as relying solely on monetary compensation and the turnover risks that accompany a “show me the money” culture.Katzenbach shares unique insights and specifics about how the best mid-level pride-builders take advantage of the world’s greatest motivational force even in environments as challenging as General Motors and Aetna. He shows how managers at every level are missing a powerful lever if they are not instilling pride as a primary force for building their organization.Also available as an eBook.
Unleashing the Potential of Both Teams and Individual Leaders
Katzenbach explores the transformative potential of senior executive teams, emphasizing that collaboration can enhance company performance without diminishing individual leadership. He provides insights into how CEOs can cultivate a true team dynamic among their executives, leading to greater effectiveness and success. This follow-up to his previous work builds on the idea that teamwork is essential, even at the highest levels of management.
