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Creating We: Change I-Thinking to We-Thinking and Build a Healthy, Thriving Organization Paperback – June 4, 2007

4.8 out of 5 stars 13 customer reviews

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Editorial Reviews

About the Author

Judith E. Glaser (New York, NY) is an organizational anthropologist, executive coach and the CEo of Benchmark Communications, inc. Her high-powered client list includes Merrill lynch, Coach inc., Pfizer, news Corp, Clairol, reed Elsevier, novartis, Liz Claiborne, Donna Karan international, and Citigroup. she has been featured in The New York Times, The Wall Street Journal, and has appeared on nBC's Today Show, and ABC World News.

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Product Details

  • Paperback: 368 pages
  • Publisher: Adams Media (June 4, 2007)
  • Language: English
  • ISBN-10: 1598692836
  • ISBN-13: 978-1598692839
  • Product Dimensions: 6 x 0.9 x 9 inches
  • Shipping Weight: 1.4 pounds
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (13 customer reviews)
  • Amazon Best Sellers Rank: #1,200,345 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

Format: Paperback
Introducing her "I-centric / WE-centric" language to distinguish 'power-over' from 'power-with' behaviors, executive coach, Judith Glaser presents a self-help book for C-level executives who want to transform themselves in order to take their organizations into the higher performing WE culture. In doing so, Glaser adopts a 'Believing / Learning / Being' change model; first challenging beliefs about the ways one is supposed to behave in organizations, then defining five advanced skills leaders must learn, before showing how to face stressful situations and express WE-consciousness in real time.

Believing - The belief section is a direct challenge to command-and-control leadership - something Glaser calls "followership" - which she describes as 'power-over' (exclusive, judging, dictating, punishing risk-taking, etc.), I-centric behavior. She contrasts this using the 'power-with' (inclusive, appreciating, developing, encouraging risk-taking, etc.) leadership (fellowship) model of the WE culture. This power-over mindset drives territorial and conflict thinking with its US/THEM outcome, and thus a power-over approach prohibits a WE culture with its benefical creativity and growth.

Learning - The five new leadership skills to be learned are:
1. understanding the culture - ability to understand the culture and your role in shaping it
2. embracing the possibilities - ability to move outside of your Comfort Zone and into new learnings
3. opening the space - ability to open up dialogue and create a feedback-rich environment
4. shaping the conversations - ability to share responsibility for creating the future together
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This is a fantastic book. I loved the idea that every great organization has a culture, an institutional DNA that makes it what it really is--and ends up having a lasting impact on what the organization does or doesn't accomplish. This is a book on leadership from an organizational level: How to create a culture that ends up creating more and more real leaders.

Some of the innovative ideas in this book include: balancing the growth principle of an organization with the nurture principle, the connection between conversations and long-term institutional direction, the profound power of co-creating, leadership and the patterns in our brains and neurons (this alone is worth the price of the book), leadership and cultural boundaries, rewiring-revising-rebirthing, the new rules of engagement and the three new challenges faced by any leader, how to expand your comfort zone, people don't fear change--they fear pain, leading by opening space, and many others.

When Orrin Woodward and I wrote the book LeaderShift: A Call for Americans to Finally Stand Up and Lead, we made a case that American needs a lot more people to stand up and be leaders in our society. In Glaser's book, she outlines 7 leadershifts (yes, she uses that exact word) that teach us how to be better leaders.

This is an excellent book. It reminded me of the depth and excellence of Goleman's
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Format: Paperback
A central premise of Creating We is that an organization's ability to get to the next level of success is largely determined by the quality of the relationships within. The quality of relationships is determined by the quality of conversations that connecting one person to another. Author Judith Glaser contends that setting a positive tone in our conversation enables us to connect with others at deep levels. The more our interactions are trusting, positive and supportive, the more we can tap into a reservoir of resources inside each person.

In Creating We, Glaser examines the self-centered, unimaginative, non-collaborative, and territorial environment of the traditional work place. The author terms this sort of work place as "I-centric." It's here where managers and leaders tap that the employee reservoir using negativity, distrust, fear, or with a focus on failure. This approach compromises the projects and efforts managers are seeking to complete.

Glaser offers a new way to handle conflict, collaboration and co-creation. She recommends managers shift from command-and-control leadership to a style that eliminates judgment, silos, fear and competitiveness, focusing instead on appreciation, aspiration and innovation (co-creating). Her methods involve using words and conversations that encourage optimism and power-sharing. Apparently, how we speak to and with people can greatly determine how motivated and willing they are to work.

A Vistage speaker and president of the executive coaching firm Benchmark Communications, Glaser has long been active in raising the cultural, collaborative and innovative potentials (or I.Q.'s) of organizations. "In 1986," she writes, "I was working with colleagues on the science of conversations.
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