Who's in the Room? - by Bob Frisch (Hardcover)
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<p/><br></br><p><b> About the Book </b></p></br></br>"Is your company run by a team with no name?At the top of every organization chart lies a myth--that a Senior Management Team makes a company's critical decisions. The reality is that critical decisions are typically made by the boss and a small group of confidants--a "team with no name"--outside of formal processes. Meanwhile, other members of the management team wonder why they weren't in the room or even consulted ahead of time. The dysfunction that results from this gap between myth and reality has led to years of unproductive team building exercises. The problems, Frisch shows, are ones of process and structure, not psychology.Who's In the Room is based on interviews with CEOs at organizations ranging from MasterCard to Ticketmaster to The Red Cross. Understand and embrace the way decision-making actually happens in their organizations Use these "teams with no names" to best advantage Engage the Senior Management Team in the three critical tasks for which it is ideally suited Organizations will get better decisions and superior results by unleashing the full potential of their Senior Management Teams. And bosses will see a dramatic drop-off in people coming into their offices asking, "Why wasn't I in the room?""--<p/><br></br><p><b> Book Synopsis </b></p></br></br><p><b>Is your company run by a team with no name?</b></p> <p>At the top of every organization chart lies a myth--that a Senior Management Team makes a company's critical decisions. The reality is that critical decisions are typically made by the boss and a small group of confidants--a team with no name--outside of formal processes. Meanwhile, other members of the management team wonder why they weren't in the room or even consulted ahead of time. The dysfunction that results from this gap between myth and reality has led to years of unproductive team building exercises. The problems, Frisch shows, are ones of process and structure, not psychology.</p> <p>In <i>Who's in the Room?</i> Bob Frisch 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.</p> <p><i>Who's in the Room?</i> is based on interviews with CEOs at organizations ranging from MasterCard to Ticketmaster to The Red Cross.</p> <ul> <li>Understand and embrace the way decision-making actually happens in their organizations</li> <li>Use these teams with no names to best advantage</li> <li>Engage the Senior Management Team in the three critical tasks for which it is ideally suited </li> </ul> <p>Organizations will get better decisions and superior results by unleashing the full potential of their Senior Management Teams. And bosses will see a dramatic drop-off in people coming into their offices asking, Why wasn't I in the room?</p><p/><br></br><p><b> From the Back Cover </b></p></br></br>At the top of every organization chart lies a myth--that the boss and senior management team make all the critical decisions together. In reality, most decisions are actually made by the boss and an inner circle of confidants--a team with no name that exists outside formal processes. <p>This gap between the myth and reality of decision making causes significant problems. Executives wonder why they weren't consulted earlier. Bosses wonder why team members have trouble grasping the big picture. There's a tension in the executive suite, and repeated attempts at team building don't seem to resolve it.</p> <p>In <i>Who's in the Room?</i> Bob Frisch 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.</p> <p>Frisch's decades of experience as one of the world's leading strategy facilitators have given him unparalleled access to senior executives as they worked through their most critical decisions. Drawing on insights from interviews with the CEOs of organizations ranging from MasterCard to Ticketmaster to the Red Cross, Frisch shows how great leaders can unleash the full power of their senior management teams against a specific set of critical tasks for which they are uniquely suited.</p> <p>The result: The right teams addressing the right issues at the right time, a renewed sense of collective purpose for the organization's most senior and valued leaders, and, most importantly, bosses seeing an end to people asking, Why wasn't I in the room?</p><p/><br></br><p><b> Review Quotes </b></p></br></br><br><p>"Great guide for any leader to use in mapping out his or her advisory teams"<br /> --800 CEO Read</p> <p>"Authoritative and pragmatic look at how to make the right calls"<br /> --Julian Birkinshaw, Management Today</p> <p>"Offers real-world strategies for making the best of how organizations seem to work"<br /> --The Leader Lab</p> <p>"How to structure organizational teams in a way that is both more realistic and more productive is at the heart of Frisch's book"<br /> --CIO Magazine</p> <p>"What you really want from a book on organizational decision making and leadership"<br /> --New York Journal of Books</p> <p>"You'll know his advice is working when you see a dramatic drop-off in people coming into your office and asking, Why wasn't I in the room?<br /> --Matthew May, Amex OPEN Forum</p> <p>"<i>Who's in the Room? f</i>alls in the great category...due to the book's ability to jar your perspective of how teams do and should operate."<br /> --Michael Wade, Execupundit</p><br><p/><br></br><p><b> About the Author </b></p></br></br><b>Bob Frisch</b>, managing partner of The Strategic Offsites Group, has worked with organizations ranging from Fortune 500 companies to German mittelstand family businesses to the U.S. Department of State. Bob's work has been featured in the Harvard Business Review, the <i>Wall Street Journal</i>, <i>Bloomberg Businessweek</i>, and <i>Fortune</i>.
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