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The Four Obsessions of an Extraordinary Executive: A Leadership Fable
 
 
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The Four Obsessions of an Extraordinary Executive: A Leadership Fable (Hardcover)
by Patrick M. Lencioni (Author) "Eighty million dollars in annual revenue should have made him happy..." (more)
Key Phrases: cohesive leadership team, thematic goal, organizational clarity, Rich O'Connor, Vince Green, Jamie Bender (more...)
  4.5 out of 5 stars 48 customer reviews (48 customer reviews)  

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Editorial Reviews
Amazon.com
Allegories and parables have long been effective ways to impart serious bits of knowledge and wisdom without getting too pedantic, and business readers seem increasingly receptive to sensible management theory that employs this lively age-old literary technique. Obsessions of an Extraordinary Executive, a "leadership fable" by Patrick Lencioni, continues the trend with a solid prescription for organizational health--aiming for less politics, lower turnover, more productivity, and higher morale. Presented as a fictional tale of two technical consultants and their competing companies, the story is structured in a fashion that recalls his previous book (The Five Temptations of a CEO, whose main character and firm are even slipped into this narrative). Lencioni uses this hypothetical setting to show how his concepts might look and work in the real world. In this case, his "four disciplines at the heart of making any organization world class" are revealed and explained through the philosophy and behavior of Rich O'Connor of Telegraph Partners. Build and maintain a cohesive leadership team, create organizational clarity, communicate organizational clarity, and reinforce organizational clarity through human systems. Through his tale of Telegraph and its rival Greenwich Consulting, Lencioni illustrates how these principles can be beneficially employed--and how an organization can be stymied when they're missing. The story moves quickly and is followed by a comprehensive analytical summary, which includes self-assessment tools and suggestions for putting the ideas into practice. --Howard Rothman

From Booklist
This fictional tale by a screenwriter and head of a consulting firm that specializes in organizational development is billed not as a novel but as a "leadership fable." Just like Lencioni's earlier The Five Temptations of a CEO (1998), this new "fable" serves as a vehicle to illustrate the author's philosophy of management. The story is short and simple, but its lesson is large. Organizations must not only be smart; they must be healthy. For one thing, healthy companies can make themselves smarter, but unhealthy organizations squander intellectual advantage through infighting and cross-purposes. To drive home his moral, Lencioni follows his story with a discussion that explicitly sets down his four "actionable steps," or disciplines, that are the hallmark of a healthy organization--build a leadership team, create organizational clarity, communicate that clarity, and then reinforce it through human systems. Lencioni offers concrete examples of steps to take to establish these disciplines and suggests ways to assess whether they have been effective. David Rouse
Copyright © American Library Association. All rights reserved

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Product Details

Patrick Lencioni's latest blog posts
       
 
Patrick Lencioni sent the following posts to customers who purchased The Four Obsessions of an Extraordinary Executive: A Leadership Fable
 
11:24 AM PST, December 19, 2007
As we approach Christmas, it is natural for us to think of giving, though all too often in material terms.

Well, if you’re a manager, and you’d like to give your employees something that will outlast any cookie basket or gift certificate or desk accessory you can order on-line, then I have just the thing for you.

It is remarkably simple and requires no money. It costs only a little time, and perhaps a bit more courage and vulnerability than managers are sometimes prepared to spend. But trust me, it’s worth it. Here’s what you need to do.

First, get to know your people better than you know them today. Take an interest in what is going on in their lives and find out what their dreams and passions are, both professionally and personally. The only caveat is that you have to be genuinely interested. If you haven’t done this much before and you’re afraid that it will feel weird to start now, do it anyway. Your employees want it, need it and will thank you for it.

Second, talk to them about how their job impacts the lives of others—customers, vendors, colleagues, even you!—in some way, large or small. Help them understand that their work matters, to someone, and that without them, others would suffer.

Finally, help them figure out how to best measure and gauge how effectively they are doing their jobs, especially in terms of the impact they have on others. Give them the ability to determine for themselves whether they are succeeding or not, and free them from depending on your subjective opinion for a sense of accomplishment or esteem.

Now, any one of these things alone would make a nice management gift, but together they become the most important quality any person yearns for in their jobs: fulfillment. Without them, employees cannot help but become miserable

By beginning the process—and it is certainly a process—of removing anonymity, irrelevance and immeasurement from the work lives of your employees, you will be giving your people a gift that will last far beyond this wonderful season, and that will impact their families and friends in profound, life-changing ways.

Merry Christmas and Happy Holidays