Leading Outside the Lines E-Book

Jon R. Katzenbach

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 305

Veröffentlichungsjahr: 2010

Beschreibung

An all-new approach to understanding the (in)formal connections of an organization From the bestselling coauthor of the business classic The Wisdom of Teams comes an all-new exploration of the modern workplace, and how leaders and managers must embrace it for success. Katzenbach and Khan examine how two distinct factions together form the bigger picture for how organizations actually work: the more defined "formal" organization of a company-the management structure, performance metrics, and processes-and the "informal"-the culture, social networks, and ad hoc communities that spring up naturally and can accelerate or hinder how the organization works. With dynamic examples from enterprises around the world, this book takes a timeless organizational approach and creates a powerful paradigm-shifting tool set for applying it. * Includes self-assessment guidelines for senior leaders, front-line managers, and individual contributors * Features organizations in business, government, the nonprofit sector, and academia-including the New York City schools system, Aetna, the Marines, United Nations, Orpheus Chamber Orchestra, Home Depot, Bell Canada, and the Houston Police Department Leading Outside the Lines illustrates how leaders can make the two distinct factions work together to get the best of both.

Leseprobe

Table of Contents

Praise

Title Page

Copyright Page

Dedication

Introduction

THE WALL AS AN ANALOGUE

THE ORIGINS OF THIS BOOK

ABOUT THE CONTENT AND STRUCTURE OF THE BOOK

PART ONE - USING THE INFORMAL TO ENHANCE THE FORMAL

Chapter 1 - The Logic of the Formal; the Magic of the Informal

THE HEAD-HEART DEBATE: A BRIEF HISTORY

HOW KATZ DISCOVERED THE INFORMAL

THE OVERLOOKED INFLUENCE OF EMOTIONS

THE LOGIC OF THE FORMAL

RATIONALITY HAS ITS LIMITS

THE MAGIC OF THE INFORMAL

THE ORGANIZATIONAL QUOTIENT

KNOWING WHEN TO EMPHASIZE LOGIC OR MAGIC

Chapter 2 - When the Balance Shifts

MAKE WAY FOR MR. NARDELLI

THE FORMAL AND INFORMAL ARE INTERTWINED

AN EVER-CHANGING BALANCE POINT

Chapter 3 - Jumping Together

THE INFORMAL IS THE UNDERDOG

ORPHEUS: A UNIQUE PATH TO INTEGRATION

THE ELEMENTS OF INTEGRATION

HOW THE INFORMAL WORKED FOR THE HOUSTON POLICE DEPARTMENT

PART TWO - MOTIVATING INDIVIDUAL PERFORMANCE

Chapter 4 - It’s All About the Work

WHY PRIDE MATTERS MORE THAN MONEY—EVEN MORE THAN WE THOUGHT

THE CHARACTERISTICS OF PRIDE-BUILDERS

AN UNEXPECTED MOTIVATOR: LESSONS FROM THE WORLD OF POLITICS

Chapter 5 - Values Driven, Not Values Displayed

VALUES AS ORGANIZATIONAL GUIDES

GENTLE GIANT: VALUES-DRIVEN CUSTOMER SERVICE

HOW RELIANT SURVIVED: BRINGING NEW VALUES TO LIFE

BIRDS OF A FEATHER: TRANSMITTING VALUES

Chapter 6 - It’s Still About Performance

MAKING SOUP MATTER: USING METRICS TO BUILD PRIDE AND PERFORMANCE

MOTIVATING FROM THE SIDE

CLEAR OBJECTIVES HELP EVERYONE CONTRIBUTE

THE INFORMAL BUILDS PERFORMANCE; PERFORMANCE ENHANCES THE INFORMAL

PART THREE - MOBILIZING ORGANIZATIONAL CHANGE

Chapter 7 - Setting the Fast Zebras Free

BRINGING AGILITY TO THE UN

MOBILIZING THE RIGHT CROWDS TO TRANSFORM PS 130

Chapter 8 - Melting the Frozen Tundra

SEEDING A MOVEMENT

PROVING THE MOVEMENT WORKS

THE OUTCOME AT BELL CANADA

DRILLING THROUGH THE PERMAFROST

Chapter 9 - Mobilizing

AETNA’S TURNAROUND

LETTING GO AND TRYING TO LEARN

A SUM GREATER THAN ITS PARTS

PRINCIPLES FOR MOBILIZING

RESTRUCTURING ZACHRY

Chapter 10 - What to Do

COMMON PERFORMANCE CHALLENGES

INDIVIDUAL CONTRIBUTORS

MIDDLE MANAGERS

SENIOR LEADERS

ON MONDAY . . .

In Conclusion

About Our Sources and Methodology

A Diagnostic Tool: Assessing Your Organizational Quotient

Notes

Acknowledgements

About the Authors

Index

Praise for Leading Outside the Lines

“Leading Outside the Lines is a vibrant book with a compelling message vital to the success of 21st-century organizations—the message that informal human relationships, when effectively integrated with formal structures and systems, can powerfully propel people forward. It’s a profoundly important idea that all contemporary leaders must attend to. This book is rich with reallife examples of organizational turnaround and culture change—some of the most unique and engaging I’ve ever read—from actual leaders who tried, failed, learned, and succeeded. Jon Katzenbach and Zia Khan do a masterful job of weaving together these intriguing case examples with practical applications and useful assessment tools. This is a book about doing great work, making people proud, getting people connected, and living a values-driven life. It’s a book you need to savor.”

—Jim Kouzes, coauthor, The Leadership Challenge, and Dean’s Executive Professor of Leadership, Leavey School of Business, Santa Clara University

“ Leading Outside the Lines is an incredible gift to leaders in all three sectors—public, private, and social—working to move beyond the old walls, build the new, flexible, fluid management systems, and develop leaders of the future determined to build the organization of the future. This management guidebook brings the best of formal and informal organizational theory and experience to leaders at every level, across the enterprise. ”

—Frances Hesselbein, chairman and founding president, Leader to Leader Institute, formerly the Peter F. Drucker Foundation for Nonprofit Management

“Katzenbach and Khan demonstrate that you don’t have to choose between inspiring employees and getting amazing results—the best organizations do both. With novel perspectives, great stories, and practical advice they show leaders how to get the best of both in ways that can transform organizations. This book belongs in the hands of everyone who refuses to accept business as usual. ”

—Chip Conley, CEO, Joie de Vivre, and author, Peak

“Strategy and hierarchy drive how organizations operate, but so too do personal networks and intuitive judgments that define an equally powerful informal world within. Drawing on richly developed illustrations ranging from the Bushmen of southern Africa to eBay, the Marine Corps, and Starbucks, Leading Outsidethe Lines provides a compelling account of how leaders can best capitalize on the hidden drivers of organizational life.”

—Michael Useem, professor of management, Wharton School, University of Pennsylvania, and author, The Leadership Moment

“The rate of change in our business, and the need to move information at high speed across organizations, necessitated an innovative look at organizational structures and management styles. The ideas in Leading Outside the Lines helped speed and successfully shape our major change implementations. ”

—Stan Glasgow, president and chief operation officer, Sony Electronics Inc.

Copyright © 2010 by Booz & Company, Inc., Jon R. Katzenbach, and Zia Khan. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Katzenbach, Jon R.

Includes bibliographical references and index.

eISBN : 978-0-470-62105-9

1. Employee motivation. 2. Leadership. 3. Corporate culture. I. Inayat-Khan, Zia. II. Title.

HF5549.5.M63K373 2010

658.4’092—dc22

2010003888

HB Printing

Jon: To Marvin Bower, whose memory never fades

Zia: To my parents for their steadfast love and support

Introduction

Like Talking to a Wall

Something strange was going on at the call center. It was one of those large open rooms, filled with cubicles, each occupied by a service rep wearing a headset and answering customer calls. The scene seemed typical of such workplaces, except for one thing: A ten-foot-high wall, clad in purple fabric, cut straight through the center of the room, separating half of the service representatives from the other half.

We had been asked by our client, a senior executive at a health benefits provider, to look at this recently redesigned call center for best practices that could be applied in the company’s other call center locations.

Throughout the morning, the air had been filled with the steady murmur of voices as the reps calmly handled callers’ questions with dispatch and efficiency. Around eleven o’clock, however, the sound of the voice coming from the cubicle closest to us, where a rep named Gloria sat, took on a new tone. Gloria’s responses grew hesitant, even a bit defensive. She would start to say something and then stop as if interrupted by the caller. At last she said, “Let me put you on hold for a moment. I need to ask a colleague about this. I will be right back.”

Gloria punched the hold button, slipped off her headset, and walked to the purple wall. “Frank!” she yelled, her lips no more than six inches from the purple fabric. “Yo!” we heard a man’s voice replying from the far side.