Norenberg Executive Ownershift

Creating Highly Effective Leadership Teams
1. Auflage 2020
ISBN: 978-3-030-35828-0
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 130 Seiten

Reihe: Management for Professionals

When leadership teams do not perform at their best, everyone suffers. Low employee engagement levels, failure to meet strategic targets and inconsistent company growth are signs that leadership teams are not highly effective. Executive Ownershift is a transformative growth program that enables leadership teams to deliver peak performance: When leadership teams perform at their best, so can everyone else. This book introduces a top-down team approach that enables leadership teams to dramatically improve their performance. It highlights how leadership teams can transform their own businesses and how they can master what must go right and what can go wrong on their path to high performance. With examples and cases provide evidence that results come fast to leadership teams that recognize that they are the starting point for improvement and growth, the book is an excellent guide that allows struggling leadership teams to become good, and good leadership teams to become great.

As an executive advisor, coach and consultant, Dan Norenberg designs and delivers learning experiences for senior leadership teams that cannot afford to play less than their best through a transformative growth process called Executive Ownershift. His innovative leadership process enables executive teams to overcome the obstacles that prevent most leadership teams and people in their organization from playing at their best.
He has advised and coached over 100 executive or strategic teams on three continents. His clients include Allianz Group, Biotronik, Ciba Vision, Dentsply Sirona, the European Patent Office, IWIS, Klosterfrau Group, Knorr-Bremse, Lego, Rhode & Schwarz, The Walt Disney Company, UBS and ZF TRW.

Autoren/Hrsg.

Norenberg, Dan

Inhaltsverzeichnis

1;Foreword;6
2;Acknowledgements;8
3;Introduction;9
3.1;Leadership is a Team Endeavor;10
3.2;Leadership (Development) is Top Down, Not Bottom Up;10
3.3;Exceptional Leadership Teams Practice the Lincoln Law;10
3.4;References;12
4;Contents;13
5;1 Cracks in the Leader’s Ship;16
5.1;1.1 Vulnerability;16
5.2;1.2 The Cobbler’s Children Go Barefoot;19
5.3;1.3 What Does “Pretty Good” Leadership Mean?;21
5.4;1.4 What Is the Cost of that Crack?;23
5.5;References;25
6;2 Dilemmas, Dramas and Differences;26
6.1;2.1 Delicate Dilemmas;26
6.2;2.2 Recurring Dramas;28
6.3;2.3 Turbo Charged Culture Clash;31
6.4;2.4 House Rules for High Stakes Poker and Teams;33
6.5;References;35
7;3 Fractional Leadership;36
7.1;3.1 Fractions Do Not Lead to a Winning Formula;36
7.2;3.2 Ten Obstacles to High Performance;38
7.3;3.3 It Is Not About Trying Harder;42
7.4;References;43
8;4 Executive Ownershift;44
8.1;4.1 The Tipping Point;44
8.2;4.2 Early Days of Executive Ownershift®;45
8.3;4.3 My Beliefs for Executive Ownershift;46
8.4;4.4 Executive Ownershift Cornerstones;47
8.5;4.5 The Significant Six;49
8.6;4.6 Beyond Business as Usual;52
8.7;4.7 Your Game Changer;53
8.8;4.8 It Is Not a Matter of More Money;55
8.9;References;56
9;5 Mastering Titanic Challenges;57
9.1;5.1 Shortly Before Midnight;57
9.2;5.2 Iceberg Realities;58
9.3;5.3 What Cows and Elephants Have in Common;59
9.4;5.4 Respecting Both Realities;61
9.5;5.5 Toolkit for Titanic Challenges;61
9.6;References;66
10;6 Making Meetings Matter;67
10.1;6.1 The Indian Wedding;67
10.2;6.2 Value Generator or Cost Sinkhole?;68
10.3;6.3 Define Your Meeting;70
10.4;6.4 Chaos in the Executive Committee;70
10.5;6.5 Setting the Stage for Meetings that Matter;71
10.6;6.6 Leadership Meeting Field Notes;73
10.7;6.7 Standards of Excellence;75
10.8;6.8 Meeting Performance Catalysts;76
10.9;6.9 Your Contribution Counts;78
10.10;Reference;79
11;7 Superficial Versus Senseful Strategy;80
11.1;7.1 Superficial Strategy;80
11.2;7.2 Senseful Strategy as a Sixth Sense;82
11.3;7.3 Five Elements of Senseful Strategy;83
11.4;7.4 Senseful Strategy Scorecard;84
11.5;7.5 Superficial to Senseful Pivots;85
11.6;References;91
12;8 Creating an Ownership Epidemic;92
12.1;8.1 It’s Not My Dog;92
12.2;8.2 Boomer;93
12.3;8.3 Three Levels of Engagement;94
12.4;8.4 The Leadership Team Incubator;95
12.5;8.5 Three Steps to Your Ownership Epidemic;96
12.6;8.6 Nine Markers of the Ownership Epidemic;98
12.7;8.7 Town Halls and Strategy Circles;99
12.8;References;101
13;9 Leading a Team of Leaders;102
13.1;9.1 Fireside Wisdom Exchange;103
13.2;9.2 Ervin Appelfeld, Global Head of Manufacturing, ZF;104
13.3;9.3 Amer Ahmed, CEO, Allianz Reinsurance;105
13.4;9.4 Dietrich Fechner, Managing Director, Ciba Vision Germany;106
13.5;9.5 Jacques Richier, CEO, Allianz France;107
13.6;9.6 Frank Wiemer, CEO, iwis motorsysteme;107
13.7;9.7 Lars Henrikson, Group Vice President, Implants, Dentsply Sirona;109
13.8;9.8 Executive Wisdom Consolidation;111
13.9;9.9 Performance Pitfalls;111
13.10;9.10 Senior Leader Best Practices;112
13.11;Reference;113
14;10 The Leadership Team;114
14.1;10.1 Prison Perspectives;114
14.2;10.2 Two Legged Stools Versus the IKEA Principle;115
14.3;10.3 Put the Customer at the Center of Everything You Do;118
14.4;10.4 Signature Team Strengths;122
14.5;10.5 Know-Do-Want-Need;124
14.6;Reference;126
15;Outline placeholder;1
15.1;Additional Resources;127
16;Index;128