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Full Description
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.
Contents
Foreword xiAcknowledgments xiiiAbout the Authors xvPreface xviiIntroduction xixPart I The Team1 "Flat" Teams Need Direction 3Key Points 3Followership 4Getting into Focus 5Leading out of the Darkness of Ambiguity 6Behind the Scenes: Teams in Synch with the Business 9Unity of Focus in Complex Teams 11Case Study: Coca-Cola: RIP the Department Silo 14Clusters 15Case Study: Shell Retail: Huge Workforce in a Dispersed Operation 17Do We All Have to "Bond"? 20Case Study: United Biscuits 22If We Don't Know Where We Are Going, We Will Probably End Up Somewhere Else 25Your Own Human Internet 26Learning Points: High Performance with a Globally Dispersed Team 272 The Medium and the Message 29Key Points 29What Do We Get from "Being There"? 31Video-Conferences: An Irritation 33Why Are We Here? 35Face-to-Face Can Be Powerful but Must Be Used Well 36All Businesses Are People Businesses 38A Level Playing Field in the Same Room 39An International Team Can Really Fire 41Benefits to Being the Virtual Stranger 42Will Face-to-Face Become a Luxury? 44Are There Hidden Advantages to the Virtual Connection? 47Native or Nonnative English? Some Notes on Language 49Onward with Travel 51Learning Points: How to Get the Meeting Structure Right 513 Does Culture Still Matter? 53Key Points 53Is There a Generation Y? 57Is It Really Culture? 59In Which Ways Do We Differ? 60In Which Ways Are We All the Same? 61Individual Case Study: Monika Altmaier, Project Leader Internationalization, Siemens Business Services 63Group Case Study: European Top Team 66Defying the Stereotypes: WL Gore & Associates in China 67Culture Clash Based on Profession 70Learning Points: Tips to Avoid Stereotyping 724 Engage Leadership Skills: Command and ControlDoesn't Work 73Key Points 73Can Empowerment and Control Live Together? 74Can You Learn, Unlearn, and Relearn? 78How Do You Set Limits? 79Managing the Bosses: Where Does Followership Fit in? 81Quality of Relationships, Not Formulae 82Learning Points: How to Improve Leadership Skills 835 Teams Are Not Self-Assembly 85Key Points 85What Are Those Special Ingredients? 86Search Agent 87Looking for the Global Mindset 87How Important Is Fluent English? 90The Hunt for Talent: Recruiting via Networks 91Building the Right Culture Will Attract the People You Want 94Learning Points: Guiding Principles for International Recruitment 96Part II The Individual6 EQ Is Not Enough: Intelligence Matters 99Key Points 99LVMH: Understanding the Market 102Alstom: Building Long-Term Connections 104It Is Not Always Enough to Be a Virtual Leader 105Understanding the World: Changes That Creep Up on Us 106Wake Up: The Paradigm Has Already Shifted 108How Do We Make Learning Continuous? 111Learning Points: How to Combine Strategic and Conceptual Thinking for Effective Leadership 1137 Keeping a Life: Questions of Balance in the Flat World 115Key Points 115Meeting Face-to-Face Sends a Positive Message 117Do We Have to Leave the Real Me at the Door? 118Do We Have to Have the Maximum Everything? 123Is Multitasking Really Possible? 124"You Get Work-Life Balance Complaints When You're Losing" 126Learning Points: How to Improve Work-Life Balance 1278 Ten Strategies for Managing in a Flat World 1291 Leadership Style Needs to Become Empowering and Inspirational 1312 A Flat World Means Flat Structures 1323 Recruitment of the Right People Makes All the Difference 1324 Always Show the Way 1335 Communicate Often and Learn to Communicate Well 1336 Teams Don't Just Happen 1347 Build Trust: It Is the Foundation of Strong Teams 1358 Respect Cultural Differences 1359 Work-Life Balance is the Blessing and the Curse of the Flat World 13610 Become Part of the Human Internet 137Implications for Boards, Managers, and Ordinary People 137Managers Should Be Cut from a Different Cloth 139Changing the Leadership Model 139Ways of Being and Doing 140Lessons from the Movies 141Lumps and Bumps in the Flat World: What Would Make You Fail? 142Using Both Sides of the Brain: Transforming Leadership 143Conclusion: How to Be a Stand-Out Manager in a Flat World 145The Three Cs of Success in the Flat World 146A New Language for the Flat World 147Notes 150Index 151
