5312 Slices
Medium 9781609949150

11 The Collaborator: The Most Useful and Least Known Meeting Tool

Mike Song Berrett-Koehler Publishers ePub

The taxi sped off into the stormy afternoon, rounded a corner, and ran smack into a terrible traffic jam. Harold looked up from his computer.

No. Not this. Not now! he cried.

Relax, Harold, I said. Its just those evil green Darkonians and their chaos beam.

They cause traffic jams? Harold asked.

And printer jams, computer-screen freezes, lost e-mails, meetings that go off course, and

Are they the ones who make you lose your TV remote and car keys? Harold interrupted.

They sure are, I said grimly. And they invented Reply to All! Its only going to get worse unless everyone fights back with ZIP! Tips. But dont worry about the traffic jam. Leave the Darkonians to me. Right now, get online with your team via Microsoft OneNote.

I dont have OneNote on my computer, Harold protested.

Anyone with Microsoft Office for PC version 2010 or 2013 will have it. Many with Outlook 2007 have it too. Its an amazing productivity robot that almost no one has activated. Open your Microsoft Office folder under Programs and see if its there. Its a purple icon with an N on it.

See All Chapters
Medium 9781626563940


Mark Miller Berrett-Koehler Publishers ePub

The next six months were crazy, frustrating, exhilarating days for Blake and the team. There was so much to do that the team ultimately decided they needed to scale back the plan for the upcoming year. They didn’t abandon any of the moves; they just decided to implement their plan a little more slowly—“narrow the focus,” as Jack would say. This made the implementation of their ideas much easier.

Performance continued to improve. In retrospect, it made perfect sense—if you invest in your leadership; ensure the entire organization understands your purpose, mission, and values; leverage people’s strengths and help them pursue their dreams; and create systems to enable great performance. It works!

The most frustrating part of the entire journey was the realization some of their employees didn’t want to play chess—they were more than happy with checkers. Those people had to go.

As the company grew stronger and stronger, its reputation and market share grew as well. So much so, Blake was surprised to get an email from Sam, the client they had lost almost a year earlier. It said, “Call me.” Blake did and that call led to a visit, and that visit led to a restored relationship. Blake and the team had their biggest client back.

See All Chapters
Medium 9781609949112

Chapter Eleven: Move Forward with Confidence

Mark Pastin Berrett-Koehler Publishers ePub

SITUATION #11 Heart of Africa

While this case goes back many years, to a time before apartheid was abandoned in South Africa, it is one of the most challenging of my career. One important lesson I learned from this case, and use in my ethics work, is that the job of the CEO of a public company is much more complex than the standards by which CEOs are judged.

A U.K.-based multinational company was struggling with the issue of whether or not to continue doing business in South Africa. The CEO of the company was firmly opposed to discrimination in general and to apartheid in particular. He found apartheid disgusting. The problem was that the company had been operating in South Africa for more than 50 years. Rather than go along with apartheid, the company had sidestepped it. It paid its black workers and white workers comparable wages and provided a full range of educational and health benefits to its black employees. Many of the black graduates of the company’s schools had gone on to achieve college educations at some of Europe’s finest universities. Some South African employees had more than 40 years’ tenure with the company. Many of the company’s educated black employees would be unable to find comparable work outside the company.

See All Chapters
Medium 9781576752333

5. The Benefits of Leaderful Practice

Joseph A. Raelin Berrett-Koehler Publishers ePub

WHY SHOULD ANYONE ATTEMPT TO BUILD A LEADERFUL COMMUnity? What are the consequences of leaderful practice? Why do we expect leaderful practice to produce beneficial outcomes?

Leaderful behavior is inherently collaborative. It is control by the many rather than from the few. For most problems in our era, two heads are better than one. So, it should come as no surprise that leaderful practice is in the eyes of this writer a more effective approach to community leadership than the classic alternative of “being out in front.” It builds capacity to take mutual action. It ignites the natural talent in people to contribute to the productiveness and growth of the community.

Those people in a community who are encouraged to fulfill their potential are often inclined to dedicate some of that potential to their organization, if given a chance. In turn, such a contribution can have “bottom line” business effects, whether in established or in start-up organizations. A study at Cap Gemini Ernst & Young’s Center for Business Innovation, for example, found that a principal reason for new companies failing to exceed their IPO prices was their inability to engage employees in corporate goals and provide a satisfying work environment. A Gallup survey found that the most “engaged” workplaces (those that involved people in doing quality work, in fulfilling their talent, in demonstrating compassion and commitment to employees’ growth), compared to the least engaged, were 50 percent more likely to have lower turnover, 56 percent more likely to have higher-than-average customer loyalty, 38 percent more likely to have above-average productivity, and 27 percent more likely to report higher profitability.1

See All Chapters
Medium 9781626562226

Introduction Pay It Forward The Purpose of This Book

B. Joseph White Berrett-Koehler Publishers ePub

The Purpose of This Book

We are products of our experiences. Two of mine have greatly influenced the views about governance expressed in this book. In both cases, I was there at the creation. The principals involved had high aspirations and a stewardship attitude toward governance. Results over more than two decades have been strong and positive.

My boss, Dean Gil Whitaker of the University of Michigan Business School, walked into my office in Ann Arbor with a guest. “Hi, I’m Paul Gordon,” he said with a deep voice and a big smile. “We have a little family business in Grand Rapids. I’m wondering if you could help us with governance and a few other things.”

Paul was a graduate of the school where I was a professor and associate dean. He was in his mid-sixties when we met. Paul had recently begun to think deeply about the long-term future of Gordon Food Service (GFS), the growing private company he headed with his brother, John. Gil thought I might be able to help Paul because I had just returned to the school after a six-year stint in the real world at Cummins, Inc., the diesel engine and power systems company in Columbus, Indiana.

See All Chapters

See All Slices