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

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CHAPTER 11

Tailor Your Portfolio of Teams for Top Performance Now

If I've done my job right, your thinking about the teams around you has come a long way over the past ten chapters. From the discontents of SMT members in the first chapter, we've moved to introducing the portfolio approach to teams and then focused on making the most of the extraordinary asset your Senior Management Team represents. Along the way, four fundamental principles have emerged:

  1. Teams don't decide—executives do. Teams can provide valuable input, insights, and ideas—they are a critical element of management. Their discussions can surface solutions and provide persuasive points of view. But it's rare that a major decision is actually put in the hands of a team. In ...

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