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How to Manage in a Flat World: 10 Strategies to Get Connected to Your Team Wherever They Are

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How to Manage in a Flat World: 10 Strategies to Get Connected to Your Team Wherever They Are


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Learn the ten key strategies you need to be a high performance manager in the new flat world.

  • Motivate your team, wherever they are, by creating a culture of trust that will lead to higher performance
  • Make the best use of your web, both the internet as well as your human connections around the world
  • Written by Susan Bloch and Philip Whiteley, two authors who have worked and consulted on 5 continents, this book includes real-world stories from managers around the world
  • Description

    • Copyright 2009
    • Dimensions: 6" x 9"
    • Pages: 192
    • Edition: 1st
    • Book
    • ISBN-10: 0-13-290615-5
    • ISBN-13: 978-0-13-290615-9

    In today’s “flat” world, you must get the best from teams that span not just offices, but continents: teams of unprecedented diversity and complexity. Leading those teams, you must deliver better results faster and with fewer resources. Conventional management techniques just won’t do the job anymore. You need a radically new approach to management: one that’s more fluid, more agile, and far less hierarchical.

    How to Manage in a Flat World teaches you that new approach. Drawing on hard-won lessons from today’s most successful global managers, this book covers both high-level concepts and hands-on techniques. You’ll find best practices for everything from building trust to choosing the right times to travel…even maintaining a healthy work/life balance when you’re leading a team that’s operating 24/7!  The new flat world has both high levels of interconnectivity facilitated by technology and high levels of dispersion within teams and companies, with colleagues often working in different offices, or even different parts of the world. This demands a new set of skills and tools of you as a manager. How to Manage in a Flat World gives you the ten strategies you need to be a high-performing manager. The key is to communicate and collaborate closely with your team, even if you don't see them very often. This practical book includes interviews with managers around the world, and will help the reader make the best use of technology; establish a work-life balance for yourself; know when you need to have face-to-face meetings; lead and motivate your team, wherever they are; create a culture of trust and motivation that will lead to higher performance; and prepare and adapt to change so that you are not left behind.

    Sample Content

    Table of Contents

    Foreword    xi

    Acknowledgments    xiii

    About the Authors    xv

    Preface    xvii

    Introduction    xix

    Part I    The Team

    1    “Flat” Teams Need Direction    3

    Key Points    3

    Followership    4

    Getting into Focus    5

    Leading out of the Darkness of Ambiguity    6

    Behind the Scenes: Teams in Synch with the Business    9

    Unity of Focus in Complex Teams    11

    Case Study: Coca-Cola: RIP the Department Silo    14

    Clusters    15

    Case Study: Shell Retail: Huge Workforce in a Dispersed Operation    17

    Do We All Have to “Bond”?    20

    Case Study: United Biscuits    22

    If We Don’t Know Where We Are Going, We Will Probably End Up Somewhere Else    25

    Your Own Human Internet    26

    Learning Points: High Performance with a Globally Dispersed Team    27

    2    The Medium and the Message    29

    Key Points    29

    What Do We Get from “Being There”?    31

    Video-Conferences: An Irritation    33

    Why Are We Here?    35

    Face-to-Face Can Be Powerful but Must Be Used Well    36

    All Businesses Are People Businesses    38

    A Level Playing Field in the Same Room    39

    An International Team Can Really Fire    41

    Benefits to Being the Virtual Stranger    42

    Will Face-to-Face Become a Luxury?    44

    Are There Hidden Advantages to the Virtual Connection?    47

    Native or Nonnative English? Some Notes on Language    49

    Onward with Travel    51

    Learning Points: How to Get the Meeting Structure Right    51

    3    Does Culture Still Matter?    53

    Key Points    53

    Is There a Generation Y?    57

    Is It Really Culture?    59

    In Which Ways Do We Differ?    60

    In Which Ways Are We All the Same?    61

    Individual Case Study: Monika Altmaier, Project Leader Internationalization, Siemens Business Services    63

    Group Case Study: European Top Team    66

    Defying the Stereotypes: WL Gore & Associates in China    67

    Culture Clash Based on Profession    70

    Learning Points: Tips to Avoid Stereotyping    72

    4    Engage Leadership Skills: Command and Control

    Doesn’t Work    73

    Key Points    73

    Can Empowerment and Control Live Together?    74

    Can You Learn, Unlearn, and Relearn?    78

    How Do You Set Limits?    79

    Managing the Bosses: Where Does Followership Fit in?    81

    Quality of Relationships, Not Formulae    82

    Learning Points: How to Improve Leadership Skills    83

    5    Teams Are Not Self-Assembly    85

    Key Points    85

    What Are Those Special Ingredients?    86

    Search Agent    87

    Looking for the Global Mindset    87

    How Important Is Fluent English?    90

    The Hunt for Talent: Recruiting via Networks    91

    Building the Right Culture Will Attract the People You Want    94

    Learning Points: Guiding Principles for International Recruitment    96

    Part II    The Individual

    6    EQ Is Not Enough: Intelligence Matters    99

    Key Points    99

    LVMH: Understanding the Market    102

    Alstom: Building Long-Term Connections    104

    It Is Not Always Enough to Be a Virtual Leader    105

    Understanding the World: Changes That Creep Up on Us    106

    Wake Up: The Paradigm Has Already Shifted    108

    How Do We Make Learning Continuous?    111

    Learning Points: How to Combine Strategic and Conceptual Thinking for Effective Leadership    113

    7    Keeping a Life: Questions of Balance in the Flat World    115

    Key Points    115

    Meeting Face-to-Face Sends a Positive Message    117

    Do We Have to Leave the Real Me at the Door?    118

    Do We Have to Have the Maximum Everything?    123

    Is Multitasking Really Possible?    124

    “You Get Work-Life Balance Complaints When You’re Losing”    126

    Learning Points: How to Improve Work-Life Balance    127

    8    Ten Strategies for Managing in a Flat World    129

    1 Leadership Style Needs to Become Empowering and Inspirational    131

    2 A Flat World Means Flat Structures    132

    3 Recruitment of the Right People Makes All the Difference    132

    4 Always Show the Way    133

    5 Communicate Often and Learn to Communicate Well    133

    6 Teams Don’t Just Happen    134

    7 Build Trust: It Is the Foundation of Strong Teams    135

    8 Respect Cultural Differences    135

    9 Work-Life Balance is the Blessing and the Curse of the Flat World    136

    10 Become Part of the Human Internet    137

    Implications for Boards, Managers, and Ordinary People    137

    Managers Should Be Cut from a Different Cloth    139

    Changing the Leadership Model    139

    Ways of Being and Doing    140

    Lessons from the Movies    141

    Lumps and Bumps in the Flat World: What Would Make You Fail?    142

    Using Both Sides of the Brain: Transforming Leadership    143

    Conclusion: How to Be a Stand-Out Manager in a Flat World    145

    The Three Cs of Success in the Flat World    146

    A New Language for the Flat World    147

    Notes    150

    Index    151


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