New PDF release: Leadership teams: Developing and sustaining high performance


By Geoff Sheard, Andrew Kakabadse, Nada Kakabadse (auth.)

ISBN-10: 023023948X

ISBN-13: 9780230239487

ISBN-10: 0230244017

ISBN-13: 9780230244016

ISBN-10: 134930011X

ISBN-13: 9781349300112

ISBN-10: 2292312352

ISBN-13: 9782292312351

The scale and complexity of cutting-edge agencies dictates that teamwork is key to realising excessive functionality. This publication in actual fact identifies six serious phases to turning into an international classification staff, making this a needs to learn textual content for formidable and aspiring managers.

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Additional info for Leadership teams: Developing and sustaining high performance

Sample text

Other Board members might find Harry’s comments hilarious, but honestly Chris was clueless as to what Harry was talking about most of the time. Nevertheless, he had confidence in the financial director, sales director, and chief designer. That would have to be enough. If the organization could achieve the sales forecast, they would revitalize the company. Harry and Per, his chief designer, found a quiet corner in which to discuss the Board meeting. Neither had ever had such a large budget, and both were very aware that however confident they might have sounded in the Board meeting, that was not how they actually felt.

They need to identify the key skills and experience that they require and start approaching potential candidates. Once they are recruited, these new members will bring ideas and perspectives to the group that will create new cycles of discussion and debate about the group’s goal, what it means in terms of practical activity for members, what necessary skills members lack, and hence who else the group should recruit. The third sign is an acceptance that group membership is now complete. Discussion progresses to what the goal means in terms of activity for existing members of the group, not activity that prospective new members will undertake.

Without being asked, Harry cut in and systematically destroyed him on every point. Natasha was well aware that had she been alone, the sales call would have unfolded very differently. Although she did not admit it to Harry until much later, she had little idea what Harry and the client’s technical director were talking about as they argued back and forth. She was well aware that if it had been her rather than Harry who had been answering the technical director’s questions, she would have been perceived to be poorly briefed at best.

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Leadership teams: Developing and sustaining high performance by Geoff Sheard, Andrew Kakabadse, Nada Kakabadse (auth.)

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