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

In stock

In this book author provides a unique perspective to this widely misunderstood issue. Flying in the face of decades of organizational psychology, he argues that the solution lies not in addressing behaviors, but in unseating the senior management team as the epicenter of decision making. Using a broad portfolio of teams-large and small, permanent and temporary, formal and informal-great leaders match each decision to the appropriate team in a fluid, flexible approach that you won't find described in management textbooks. The book is based on interviews with CEOs at organizations ranging from MasterCard to Ticketmaster to The Red Cross.

Introduction: Who's in the Room?


Part One: From Problem to Portfolio


1 Most Companies are Run by Teams with No Names

· The Myth of the Top Team Illusion and Reality

· The Problem That Isn't There, But Won't Go Away


2 Team Building Won't Solve the Problem

· When the Shrinks Go Marching In

· After the Shrinks Have Gone


3 Don't Blame the Boss

· In Search of the Ideal Leader

· Inside the Box

· Do the 20182018Rights'' Thing


4 Four Fundamental Conflicts at the Heart of Senior Management Teams

· Mission Control versus Knights of the Round Table: Functional Specialists or Reflections of the CEO?

· The Team Versus the Legislature: The Representative from Finance, the Senator from Operations

· The House Versus the Senate: Are Some More Equal than Others?

· The Majority Versus the Majority: The Impossibility of Deciding

· Maybe the Problem is That There Is No Problem


5 Case Study: How One CEO Transformed His Top Team

· The Past as Prologue

· Moving from a Single Top Team to Multiple Teams

· The Team That Sits Together Works Together

· Tailoring the Structure to Suit Your Needs as a Leader


6 Best Practices: Design an Organization That Delivers the Outcomes You Need

· The Three Centers of Gravity

· Flexing in Five Dimensions

· The Portfolio and the Payoff


Part Two: The Senior Management Team Unbound


7 Engage the Senior Management Team in Three

· Critical Conversations No Other Team Can Have


8 Align the Senior Management Team around a Common View of the World

· The Starting Point: Aligning Around Trends

· Clustering Trends into Drivers of Change

· Understanding Capabilities and Assets

· Walking the Boundaries of the Company: Testing Walls and Fences

· Defining and Selecting Opportunities


9 Prioritize and Integrate Initiatives to Hit the Strategic Bull's-Eye

· Asking the Nearly Impossible: Prioritizing Initiatives

· The Real Source of the Difficulty

· Changing the Conversation

· It's All Relative

· Hitting the Bull's-Eye: Making Initiatives Work Together


10 Move from 20182018Should We Do This?'' to 20182018How Do We Do This?''

· It All Depends: Why Initiatives Fail

· Putting on the Brakes: The Value of Parochialism

· The American Red Cross: Managing Dependencies at the Speed of Disaster

· Going from 20182018Should'' to 20182018How'' Fixing What's Actually Broken


11 Tailor Your Portfolio of Teams for Top Performance Now

· Thinking It Through

· Putting the New Approach into Motion

· Repurposing the SMT

· Who's in the Room?



The Author



Bob Frisch, MA), an expert in designing and facilitating executive offsites, is Managing Partner of The Strategic Offsites Group, a world leader which works with companies from Fortune 100's to family businesses. Previously he was a Managing Partner at Accenture and held leadership roles at Gemini Consulting (Europe's largest consultancy), The Boston Consulting Group, Dial and Sears. He has been published in Harvard Business Review and featured in Fortune, Wall Street Journal, BusinessWeek and others. He earned degrees from Tufts and the Yale School of Management.

Write Your Own Review
You're reviewing:Who's in The Room?: How Great Leaders Structure and Manage The Teams Around Them
"Prices are subject to change without prior notice" © 2016 Wiley India Pvt. Ltd. Wiley India editions are for sale in Indian subcontinent only.