Who's in the Room?: How Great Leaders Structure and Manage the Teams Around Them

Table of Contents

1. Cover Page
2. Preface
3. Title Page
4. Copyright
5. Contents
6. Dedication
7. Introduction
8. PART ONE: From Problem to Portfolio
   1. CHAPTER 1: Most Companies Are Run by Teams with No Names
      1. The Myth of the Top Team
      2. Illusion and Reality
      3. The Problem That Isn't There, But Won't Go Away
      4. Note
   2. CHAPTER 2: Team Building Won't Solve the Problem
      1. When the Shrinks Go Marching In
      2. After the Shrinks Have Gone
   3. CHAPTER 3: Don't Blame the Boss
      1. In Search of the Ideal Leader
      2. Inside the Box
      3. Do the “Rights” Thing
      4. Notes
   4. CHAPTER 4: Four Fundamental Conflicts at the Heart of Senior Management Teams
      1. Mission Control Versus Knights of the Round Table: Functional Specialists or Reflections of the CEO?
      2. The Team Versus the Legislature: The Representative from Finance, the Senator from Operations
      3. The House Versus the Senate: Are Some More Equal Than Others?
      4. The Majority Versus the Majority: The Impossibility of Deciding
      5. Maybe the Problem Is That There Is No Problem
   5. CHAPTER 5: Case Study
      1. The Past as Prologue
      2. Tailoring the Structure to Suit Your Needs as a Leader
   6. CHAPTER 6: Best Practices
      1. The Three Centers of Gravity
      2. Flexing in Five Dimensions
      3. The Portfolio and the Payoff
      4. Note
9. PART TWO: The Senior Management Team Unbound
   1. CHAPTER 7: Engage the Senior Management Team in Three Critical Conversations No Other Team Can Have
      1. Note
   2. CHAPTER 8: Align the Senior Management Team Around a Common View of the World
      1. The Starting Point: Aligning Around Trends
      2. Clustering Trends into Drivers of Change
      3. Understanding Capabilities and Assets
      4. Walking the Boundaries of the Company: Testing Walls and Fences
      5. Defining and Selecting Opportunities
      6. Note
   3. CHAPTER 9: Prioritize and Integrate Initiatives to Hit the Strategic Bull's-Eye
      1. Asking the Nearly Impossible: Prioritizing Initiatives
      2. The Real Source of the Difficulty
      3. Changing the Conversation
      4. It's All Relative
      5. Hitting the Bull's-Eye: Making Initiatives Work Together
   4. CHAPTER 10: Move from “ Should We Do This?” to “ How Do We Do This?”
      1. It All Depends: Why Initiatives Fail
      2. Putting on the Brakes: The Value of Parochialism
      3. The American Red Cross: Managing Dependencies at the Speed of Disaster
      4. Going from “Should” to “How”
      5. Fixing What's Actually Broken
      6. Note
   5. CHAPTER 11: Tailor Your Portfolio of Teams for Top Performance Now
      1. Thinking It Through
      2. Putting the New Approach into Motion
      3. Repurposing the SMT
      4. Who's in the Room?
10. Acknowledgments
11. The Author
12. Index