In 1944, the Office of Strategic Services (OSS)—the predecessor of today’s CIA—issued the Simple Sabotage Field Manual that detailed sabotage techniques designed to demoralize the enemy. One section focused on eight incredibly subtle—and devastatingly destructive—tactics for sabotaging the decision-making processes of organizations. While the manual was written decades ago, these sabotage tactics thrive undetected in organizations today:
Everyone has been faced with someone who has used these tactics, even when they have meant well. Filled with proven strategies and techniques, this brief, clever book outlines the counter-sabotage measures to detect and reduce the impact of these eight classic sabotage tactics to improve productivity, spur creativity, and engender better collegial relationships.
Robert M. Galford is the managing partner of the Center for Leading Organizations and teaches on executive education programs. He is the coauthor of The Trusted Advisor, The Trusted Leader, and Your Leadership Legacy.
Bob Frisch is the managing partner of the Strategic Offsites Group and is considered among the world’s leading strategic facilitators. He is the author of Who’s in the Room?
Cary Greene is a partner at the Strategic Offsites Group and consults with boards and senior executives on large-scale transformations, challenging strategic issues, and leadership conferences. He has been published in Harvard Business Review.
At the top of every organization chart lies a myth—that aSenior Management Team makes a company's critical decisions. Thereality is that critical decisions are typically made by the bossand a small group of confidants—a "team with noname"—outside of formal processes. Meanwhile, other membersof the management team wonder why they weren't in the room or evenconsulted ahead of time. The dysfunction that results from this gapbetween myth and reality has led to years of unproductive teambuilding exercises. The problems, Frisch shows, are ones of processand structure, not psychology.
In Who's in the Room? Bob Frisch provides a uniqueperspective to this widely misunderstood issue. Flying in the faceof decades of organizational psychology, he argues that thesolution lies not in addressing behaviors, but in unseating thesenior management team as the epicenter of decision making. Using abroad portfolio of teams—large and small, permanent andtemporary, formal and informal—great leaders match eachdecision to the appropriate team in a fluid, flexible approach thatyou won't find described in management textbooks.
Who's in the Room? is based on interviews with CEOs atorganizations ranging from MasterCard to Ticketmaster to The RedCross.Understand and embrace the way decision-making actually happensin their organizationsUse these "teams with no names" to best advantageEngage the Senior Management Team in the three critical tasksfor which it is ideally suited
Organizations will get better decisions and superior results byunleashing the full potential of their Senior Management Teams. Andbosses will see a dramatic drop-off in people coming into theiroffices asking, "Why wasn't I in the room?"
It was a fight club—but without the fighting and without the men. Every month, the women would huddle in a friend’s apartment to share sexist job frustrations and trade tips for how best to tackle them. Once upon a time, you might have called them a consciousness-raising group. But the problems of today’s working world are more subtle, less pronounced, harder to identify—and, if Ellen Pao is any indication, harder to prove—than those of their foremothers. These women weren’t just there to vent. They needed battle tactics. And so the fight club was born.
Hard-hitting and entertaining, Feminist Fight Club blends personal stories with research, statistics, infographics, and no-bullsh*t expert advice. Bennett offers a new vocabulary for the sexist workplace archetypes women encounter everyday—such as the Manterrupter who talks over female colleagues in meetings or the Himitator who appropriates their ideas—and provides practical hacks for navigating other gender landmines in today’s working world. With original illustrations, Feminist Mad Libs, a Negotiation Cheat Sheet, as well as fascinating historical research and a kit for “How to Start Your Own Club,” Feminist Fight Club tackles both the external (sexist) and internal (self-sabotaging) behaviors that plague today’s women—as well as the system that perpetuates them.
A Year with Peter Drucker distills the essence of Peter Drucker's personal mentorship program into an easy-to-follow 52-week course, exploring the themes Drucker felt were most important to leadership development, including:Leaders Must Set Sights on the Important and not the Urgent—a key differentiator between a subordinate and a chief. Management is a Human Activity—Process must serve people, in and out of the organization. The Roadmap to Personal Effectiveness—the importance of mission and doing the Right Things not just Getting Things Done. The critical importance of leadership succession especially at top ranks of the organization.
Each weekly management meditation includes a lesson and a message or anecdote taken from Drucker's extensive body of work, as well as suggestions for further reading, reflective questions, and quick, easy prompts to help readers incorporate the knowledge they've learned into their daily work.
A lifetime of wisdom brilliantly honed into a single essential volume by Drucker's collaborator Joseph A. Maciariello, A Year with Peter Drucker gives both lifelong Drucker fans and young executives now discovering his brilliance an invaluable opportunity to learn directly from the late master.
They were born between between 1995 and 2012. At 72.8 million strong, Gen Z is about to make its presence known in the workplace in a major way—and employers need to understand the differences that set them apart. They’re radically different than the Millennials, and yet no one seems to be talking about them—until now. This generation has an entirely unique perspective on careers and how to succeed in the workforce.
Based on the first national studies of Gen Z’s workplace attitudes; interviews with hundreds of CEOs, celebrities, and thought leaders on generational issues; cutting-edge case studies; and insights from Gen Zers themselves, Gen Z @ Work offers the knowledge today’s leaders need to get ahead of the next gaps in the workplace and how best to recruit, retain, motivate, and manage Gen Zers. Ahead of the curve, Gen Z @ Work is the first comprehensive, serious look at what the next generation of workers looks like, and what that means for the rest of us.