Part 2: O = Organization: Are You Leading the Team You Have or the Team You Need?
by Patty Azzarello
Move
- Cover
- Title Page
- Copyright
- Dedication
- Introduction: Why Great Strategies and Change Initiatives Fail
- Part 1: M = The Middle: Where Transformations Either Happen or Get Stuck
- Chapter 1: The Beginning of the Middle: Why New Strategies Stall After the Exciting Kickoff
- Chapter 2: Concrete Outcomes: Stop Admiring the Problem and Define Some Specific Actions
- Chapter 3: Timing and Momentum: Maintaining a Sense of Urgency for a Long Time
- Chapter 4: Control Points: Metrics That Drive Action on the Right Things
- Chapter 5: Resource Reality: Your Strategy Is Where You Put Your Resources
- Chapter 6: Don't Sign Up for the Impossible
- Chapter 7: Sponsors and Enemies: Reduce Your Personal Risk
- Part 2: O = Organization: Are You Leading the Team You Have or the Team You Need?
- Chapter 8: The Right Team: The Fundamental Ingredient for a Highly Effective Team
- Chapter 9: Organize for Outcomes: Create the Ideal, Blank-Sheet Org Chart
- Chapter 10: The People: How to Attract the Right People and Eliminate the Wrong People
- Chapter 11: Building Capacity: Performance Management and Delegating for Development
- Chapter 12: Unstructured Conversation: How to Drive Personal Accountability and Belief
- Chapter 13: Stop Having Status Meetings: Go Faster and Reduce Risk
- Chapter 14: Virtual and Remote Teams: Optimizing Performance and Results from Afar
- Chapter 15: Getting People to Actually Care: Engagement and Context
- Part 3: V = Valor: Facing the Hardest Stuff With Courage and Persistence
- Chapter 16: Mission Impossible: Dealing with Obstacles, Fear, and Imposter Syndrome
- Chapter 17: Burn the Ships at the Beach: How to Keep Moving Forward When No One Wants To
- Chapter 18: Too Busy to Scale: Use Ruthless Priorities to Enable Growth
- Chapter 19: Detail: The Momentum Killer: Manage Outcomes Instead
- Chapter 20: Clarity and Conflict: Expose and Master Necessary Conflict—Don't Avoid It
- Chapter 21: Decision Stall: Accelerate Effective Decision Making
- Chapter 22: Tracking and Consequences: How to Identify and Recover from Setbacks
- Part 4: E = Everyone: You Can Lead a Transformation from the Top, but You Can't Do a Transformation from the Top
- Chapter 23: Conversation: Change How You Communicate to Make Your Strategy Stick
- Chapter 24: Decorate the Change: “Yes, We Are Really Doing This”
- Chapter 25: Top-Down Communications: Why People Do and Don't Listen
- Chapter 26: Listen on Purpose: Finding the Insights That Make You Brilliant
- Chapter 27: Sharing Information: Communicating Across Organizational Silos
- Chapter 28: Power and Trust: How to Make People Feel Like Superheroes
- What Everyone Is Thinking
- How to Build Genuine Loyalty and Not Be a Jerk
- “Imagined-Power” People
- “Real-Power” People and Respect
- Treat People Like People
- Don't Guess What People Care About, Ask Them
- Acknowledge That People Have a Life Outside of Work
- Create a Process for Recognition
- Make It Personal
- Make People Feel Like Superheroes
- You Can't Achieve a Transformation Without Trust
- Acknowledgments
- Resources
- About the Author
- Index
- End User License Agreement
Part 2
O = Organization
Are You Leading the Team You Have or the Team You Need?
There is no effective antidote for the wrong team.
Transformation is hard. You need help. You can't afford to have anyone on your team who is not fully on board: ready, able, and motivated to MOVE forward. You need a strategy to create the right organizational structure and to get the right people in the right roles.
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