Great Business Teams. Cracking the Code for Standout Performance

  • ID: 2242553
  • Book
  • 256 Pages
  • John Wiley and Sons Ltd
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Praise for

GREAT BUSINESS TEAMS

"Our managing board has been working with Howard Guttman, and his impact on our organization has been remarkable. His book provides a depth of strategic insight into how best to drive up organization performance. Along the way, he explains the high–performance ′horizontal′ vision, dissects its implications for leaders and their teams, and advances an important new concept of ′distributive power.′ The senior team examples make this book uniquely relevant to C–suite players."
Massimo F. D′Amore, CEO, PepsiCo Americas Beverages

"Several years ago, with Howard Guttman′s guidance, Mars North America embarked on the journey to high performance. Today, our organization is living proof that high–performing teams are the basis of high–performing businesses. Great Business Teams provides an excellent guide to companies that would like to embark on a similar journey."
Robert J. Gamgort, President, North America, Mars Incorporated

"Great Business Teams is an original and provocative approach to building high–performing teams. Howard Guttman digs deeply into the dynamics of organizational life to discover the ′code′ for standout performance, which enables leaders and their teams to achieve significant results now and well into the future."
Frances Hesselbein, founding President and Chairman of the Board of Governors, Leader to Leader Institute; Recipient, Presidential Medal of Freedom

"Great Business Teams presents a compelling case for having teams work horizontally to achieve standout performance. Howard Guttman′s recommendations promote a ′speak up′ mentality, which ultimately leads teams to significantly increase innovation and efficiency. This book will challenge your management assumptions and change the way your leaders lead."
Vicki Rawlinson, Vice President and Global Head, Human Resources, Novartis Oncology

"Howard Guttman′s book puts into context what it means to actually develop high–performing teams. This is much more than an academic exercise; it gives you practical ways to get started, at all levels of management, today. It is the key process I use for developing leaders and generating high performance within my organization."
Michael E. Sneed, Company Group Chairman, Johnson & Johnson Vision Care, Inc.

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Preface.

Acknowledgments.

Chapter 1 Cracking the High–Performance Code.

Chapter 2 The New High–Performance Leader.

Chapter 3 The New High–Performance Player.

Chapter 4 Aligning for High Performance.

Chapter 5 Accelerating to High Performance.

Chapter 6 How Great Teams Make Decisions.

Chapter 7 How Great Teams Manage Meetings.

Chapter 8 How Great Teams Communicate.

Chapter 9 From Great Teams to a Great Organization.

Chapter 10 Great Leaders and Teams: Challenges, Responses, and Remaining Issues.

Appendix A Player–Centered Leadership.

Appendix B The Skills of a Great Team Member.

Index.

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Howard M. Guttman
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