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Death by Meeting A Leadership Fable...About Solving the Most Painful Problem in Business von Lencioni, Patrick M. (eBook)

  • Erscheinungsdatum: 03.06.2010
  • Verlag: Jossey-Bass
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Death by Meeting

Casey McDaniel had never been so nervous in his life. In just ten minutes, The Meeting, as it would forever be known, would begin. Casey had every reason to believe that his performance over the next two hours would determine the fate of his career, his financial future, and the company he had built from scratch. 'How could my life have unraveled so quickly?' he wondered. In his latest page-turning work of business fiction, best-selling author Patrick Lencioni provides readers with another powerful and thought-provoking book, this one centered around a cure for the most painful yet underestimated problem of modern business: bad meetings. And what he suggests is both simple and revolutionary. Casey McDaniel, the founder and CEO of Yip Software, is in the midst of a problem he created, but one he doesn't know how to solve. And he doesn't know where or who to turn to for advice. His staff can't help him; they're as dumbfounded as he is by their tortuous meetings. Then an unlikely advisor, Will Peterson, enters Casey's world. When he proposes an unconventional, even radical, approach to solving the meeting problem, Casey is just desperate enough to listen. As in his other books, Lencioni provides a framework for his groundbreaking model, and makes it applicable to the real world. Death by Meeting is nothing short of a blueprint for leaders who want to eliminate waste and frustration among their teams, and create environments of engagement and passion. Patrick Lencioni is president of The Table Group, a San Francisco Bay Area management consulting firm, and the author of several best-selling books. In addition to his work as an executive coach and consultant, Pat is a sought-after speaker. Prior to founding The Table Group, he worked at the management consulting firm Bain & Company, Oracle Corporation, and Sybase, where he was vice president of organizational development. Pat lives with his wife, Laura, and their boys, Matthew, Connor, and Casey, in the San Francisco Bay Area. You can reach him at The Table Group's web site, www.tablegroup.com, or at patricklencioni@tablegroup.com.

Produktinformationen

    Format: ePUB
    Kopierschutz: AdobeDRM
    Seitenzahl: 272
    Erscheinungsdatum: 03.06.2010
    Sprache: Englisch
    ISBN: 9780470893876
    Verlag: Jossey-Bass
    Größe: 594 kBytes
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Death by Meeting

PART TWO Plot Point FIRST DOMINO

There was never any doubt among the executives that employee morale was a little lower than they would have liked. But it was never bad enough, in their opinion, to warrant much attention. Until the day Casey hired the company's first vice president of human resources, Michelle Hannah. Within weeks of joining the firm, Michelle conducted an employee survey to get a sense of her new company. The data she received indicated that morale was indeed lower than in other organizations where she had worked, and more important, that employees throughout Yip "seemed largely unconcerned about the business," as she described them. Strangely, Michelle's presentation awakened and unnerved the executives a little. Somehow, having real data about a problem that everyone already knew existed gave them greater cause for concern. And while no one had ever seemed interested in addressing the issue before, suddenly they all had strong opinions about it. Matt McKenna, the skeptical head of product development and the technical brains behind Yip's games for the past seven years, speculated that employees were frustrated by the organization's never-ending pursuit of new products and features. "I think people would just like to stick with one thing for a while, and focus on quality," he pleaded, in a way that suggested the complaint was his own, not that of employees at large. Sophia Nikolas, Yip's VP of sales, had a completely different take on the situation. With her customary enthusiasm, she made a pitch to the team that they had heard many times before. "I know we've always been against this, but maybe we need to reconsider our decision not to do fantasy and adventure games for kids. I'm out there every day, and that's where the market's growing fastest." Casey shook his head and thought out loud. "I think our people just need something to rally around. A new goal or a challenge." A few heads began to nod, and it seemed that Casey had come closest to identifying the issue. Unfortunately, before anyone could confirm their CEO's insight, the next opinion was on the table. It came from Tim Carter, Yip's unsophisticated and outspoken CFO. As usual, he was more ardent in his theory than his peers, and his declaration had a financial spin to it. "Listen, our employees have been watching our products win awards for almost a decade now. I think they're wondering where the financial upside is." No one wanted to comment on Tim's remark, both because they weren't convinced he was right, and because they knew how sensitive a subject it had become over the past few years, especially for Casey. And then Connor Michaels, Yip's jovial head of marketing and sports research, nodded his head just slightly, causing the room to look his way. Casually, he admitted that he shared some of Tim's sentiments, but kindly joked that he had come to accept what he called "his fate." While each theory struck a chord in him, it was Connor's comment that kept Casey awake that night. Though he had never really been motivated by money, Casey took pride in the notion that he was helping employees pay their mortgages, go on nice vacations, pay their children's tuition, and contribute to worthy charities. The idea that they might be feeling under-rewarded was a painful pill for him to swallow, and he couldn't deny that any responsibility for unrealized potential at Yip fell squarely on his shoulders. MISDIAGNOSIS

Until that moment, Casey had always justified the apparent complacency of his employees as a desire to have balance in their lives. For the first time since founding the company, however, he wondered if he had simply been letting them down. After initially deciding to dismiss the concern, Casey found himself increasingly distracted by it. W

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