With firsthand knowledge and compelling real-life examples,
Senior Leadership Teams present indispensable guidance on getting your
best people to work and thrive – together.
—David Gergen, Director, Center for Public Leadership, John F. Kennedy School of Government
The demands on those who occupy the top roles of organizations
are rapidly outdistancing the capabilities of any single person – no
matter how talented. That is why a growing number of chief executives
are turning to their direct reports – the senior managers of the
enterprise – for help in meeting the challenges they and their
organizations face. Yet, according to the authors of a new book, many
CEOs stumble when creating their leadership team.
In SENIOR LEADERSHIP TEAMS: What it Take to Make Them Great
(January 24, 2008), Ruth Wageman, Debra Nunes, James Burruss, and
Richard Hackman help senior executives identify the times and
circumstances when senior teams are a good idea and when they are not.
Based on their study of 120 top teams from around the world at
companies including IBM, Sainsbury, Shell, and Unilever, they show
executives exactly what is needed to create and sustain executive teams
whose members both rely on one another and learn from one another as
they work together to pursue organizational objectives. When set up
properly, these senior leadership teams hold a number of advantages.
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