FOUR OBSESSIONS OF AN EXTRAORDINARY EXECUTIVE SUMMARY PDF

The Four Obsessions of an Extraordinary Executive: A Leadership Fable, by Patrick M. Lencioni, , Jossey-Bass A Wiley Imprint, United States of America. Description. In this stunning follow-up to his best-selling book, The Five Temptations of a CEO, Patrick Lencioni offers up another leadership fable that’s every bit. 28 May The Four Obsessions of an Extraordinary Executive: A Leadership Fable. Jossey- Bass, ( pages) If everything is important, then.

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Would you like to change to the obssesions Essentially, organizational clarity allows a company to delegate more effectively and empower its employees with a true sense of confidence. Have exrraordinary work together with their employees to set clear, measurable goals. Blog Stats 2, hits. Series J-B Lencioni Series. But perhaps most important of all, organizational health is often neglected because it involves facing realities of human behavior that even the most committed executive is tempted to avoid.

What is more, these systems are customized to provoke meaningful discussion between managers and employees about relevant issues that they are dealing with on a daily basis.

Readers are treated to a story of corporate intrigue as the frustrated head of one consulting firm faces a leadership challenge so great that it threatens to topple his company, his career, and everything he holds true about leadership sn. Notify me of new comments via email.

The Four Obsessions of an Extraordinary Executive | Notes & Review

During difficult times, for instance, employees will remain committed to a healthy organization and stay with it longer, ultimately working to reestablish competitive advantage. It aligns its resources, especially the human ones, around common concepts, values, definitions, goals, exfcutive strategies, thereby realizing the synergies that all great companies must achieve. Not for a second am I saying that issues like strategy, product innovation, and marketing are unimportant.

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I believe that a company cannot be called great if virtually every employee, and certainly every executive, cannot articulate the basic definition of what the company does. No one understands the power of saying this more than a person who leads an organization.

Your Name Your Email. You are commenting using your Twitter account. Patrick Lencioni Copyright Date: Reinforce Discipline 4 Ongoing feedback is also ideal for supporting the fourth and final discipline: Finally—and this point is critical—no one but the head of an organization can make it healthy.

Vince loved strategy and competition, and that was it. First, healthy organizations have a way of making themselves smarter. To find out more, including how to control cookies, see here: You are currently using the site but have requested a page in the site.

Posted on May 28, 3. This will be the first book we give to the thousands of executives who take part in our program.

Summary & Insights: The Four Obsessions of an Extraordinary Executive

In the next breath, they complain that employees are not hearing and acting on the messages they communicate. And, it is possible for someone to be dismissed from the organization sumary of personal and moral failure reasons—alignment with the clear values of the church—but it is equally possible for someone to stay employed because of an equally powerful value of forgiveness and restoration.

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Then write down one or two adjectives that describe the employees listed. Unfortunately, most organizations place the wrong kind of emphasis on performance management, and in the process they lose the true essence of what performance management is about: This may seem to be a useful way to test a hypothesis, but it is not a replacement for the introspection and discussion of an executive team.

The Four Obsessions of an Extraordinary Executive: A Leadership Fable

When an executive decides not to confront a peer about a potential disagreement, he or she is dooming employees to waste time, money, and emotional energy dealing with unresolvable issues.

And when those people deeper in the organization try to resolve the differences among themselves, they often become engaged in bloody and time-consuming battles, with no possibility for resolution.

This is because employees also have preferences about the way they receive information. Especially when it is so simple. I call it cascading communication. Some experts say that only after hearing a message six times does a person begin to believe dxtraordinary internalize it.

I believe that all successful organizations share two qualities: