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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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Churches, and other non-profits, live within the tension of combating values all the time. What Business Are We in?: And all of this occurs because leaders higher in the organization failed to work out minor issues, usually out of fear of conflict.

In the next breath, they complain that employees are not hearing and acting on the messages they communicate. 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 itself.

Do you manage extraordijary company or teams either as a CEO, a senior executive, a middle manager or even a front-line manager? The best performance management systems include only essential information, and allow managers and their employees to focus on the work that rour be done to ensure success.

Your email address will not be published. One of the greatest problems that organizations encounter when it comes to achieving clarity is the inability to translate company goals into concrete responsibilities for members of an executive team.


The Four Obsessions of an Extraordinary Executive | Notes & Review

Why articulate exactly what it does, whom it serves, and against whom it competes? In Lencioni parable form, he takes us through the story of two competing companies; one healthy, one smart.

What Are Our Goals?: This problem is obsesions common in organizations where I have worked. Email required Address never made public. Notify me of new comments via email.

The Four Obsessions of an Extraordinary Executive: Then write down one or two adjectives that describe the employees listed. They can also check in to discuss goal progress, course correct, and keep teams focused. Lencioni knows his stuff.

Why does this happen? One of the best ways to recognize a cohesive team is the nature of its meetings. It also entails a longer lead time to implementation than does a technical or marketing obsesskons, which yields more immediate results and gratification.

If everything is important, then nothing is. Identify opportunities for growth and development, to constantly realign their work and behaviors around the direction and values of the organization at large.

There is nothing more important than making an organization healthy.

Feedback should be exchanged through multiple channels, such as weekly pulse surveys and one-on-one meetings. Values, clarity, purpose, mission, then, executice often determined by the constituency, not by the leader. It demonstrates that it is healthy by eliminating politics and confusion, which leads to higher morale, lower turnover, and higher productivity.

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Summary & Insights: The Four Obsessions of an Extraordinary Executive

It requires levels of discipline and courage that only a truly extraordinary executive is willing to embrace. The key is taking the time to look at all of the decisions that the company has made, even the obvious ones, and ffour those that, obsesxions combined, make the company uniquely positioned for success. Over-Communicate Discipline 3 Lencioni calls this the simplest discipline, yet the most underachieved.

As important as both of these topics are, I have found that most leaders spend the majority of their time and energy making their organizations smarter, with relatively little effort directed toward making them healthier.

You are commenting using your Twitter account. Ongoing feedback is also ideal for supporting the fourth and final discipline: I call it cascading communication.

Leave a Summarh Cancel reply Your email address will not be published. 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.