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3.9 AVERAGE
3.9 AVERAGE
challenging
informative
inspiring
medium-paced
When I started a new job at a bank in downtown Seattle, my manager gave me this book and I'm all for accepting free books. The author, Patrick Lencioni, appears to be the latest corporate rock star guru who has an entire book catalog and pairs with speaking engagements to help corporations run.
This tale follows a dysfunctional team of people who work for Decision Tech and the new CEO, Kathryn Petersen, who has to find a way to bring them together before the company sinks.
The leadership lessons are obvious as they are for different members on the team. In the epilogue, Lencioni spells out those lessons in a self-help style format.
This tale follows a dysfunctional team of people who work for Decision Tech and the new CEO, Kathryn Petersen, who has to find a way to bring them together before the company sinks.
The leadership lessons are obvious as they are for different members on the team. In the epilogue, Lencioni spells out those lessons in a self-help style format.
informative
inspiring
reflective
medium-paced
informative
medium-paced
informative
inspiring
fast-paced
informative
fast-paced
reflective
fast-paced
Most business books are crap. Most “leadership” books are crap. The best-sellers in both categories are rarely written by people who can either run businesses or lead. But this wasn’t bad. The decision to basically write a bit of fiction (fable) in the middle was a surprisingly liberating way to illustrate the principles the author espouses. And, having been on dysfunctional teams, a lot of this rang true.
A foundational problem, for the author, is “an absence of trust.” And he has some suggestions for how to engender it. That’s all very well and good, but what if one has evidentiary, persuasive reasons not to trust one’s teammates? Documented backstabbing? Targets on backs? The easy answer is: “Get rid of the people responsible,” but it’s not always quite that easy. Kathryn, the the fabled CEO in the middle section of the book, has leeway not experienced by all of us. Her hardest bit of strategy is how to construct a severance package without a scene. She’d find it a bit different in the public sector, for example.
A foundational problem, for the author, is “an absence of trust.” And he has some suggestions for how to engender it. That’s all very well and good, but what if one has evidentiary, persuasive reasons not to trust one’s teammates? Documented backstabbing? Targets on backs? The easy answer is: “Get rid of the people responsible,” but it’s not always quite that easy. Kathryn, the the fabled CEO in the middle section of the book, has leeway not experienced by all of us. Her hardest bit of strategy is how to construct a severance package without a scene. She’d find it a bit different in the public sector, for example.
informative
reflective
fast-paced