The Orange Revolution: How One Great Team Can Transform an Entire Organization Hardcover – September 21, 2010
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—Tony Hsieh, CEO, Zappos, and Author of Delivering Happiness
“Truly groundbreaking. Gostick and Elton take us to new heights in cultivating great teams. This book will bring you world-class results!”
—Marshall Goldsmith, Executive Coach and Author of MOJO and What Got You Here Won’t Get You There
“From the first story to the last, The Orange Revolution captivated me. Chock full of solid research, inspiring stories and practical tips on how to turn your group into a breakthrough team. Their 100 ways to bring your team together is alone worth the price of the book.
—Jim Kouzes, coauthor, The Leadership Challenge and The Truth about Leadership.
"This book captures the true essence of leadership and how leaders develop teams that make a difference and truly work.”
—GJ Hart, President & CEO, Texas Roadhouse, Inc.
“The book is a blueprint for revolutionary team performance. It is a neo-classic.”
—Dave Ulrich, Professor, Ross School of Business, University of Michigan and Partner, The RBL Group
“A rare and extraordinary business book, The Orange Revolution contains everything you need to cultivate a breakthrough team.”
—Matt Davis, CEO, Pets at Home (UK’s largest pet store chain)
"The Orange Revolution should be required reading for all people leaders wishing to unleash the power of their workforce and create an ongoing fountain of high performance.”
—David Kasiarz, Senior VP of Global Compensation and Benefits, American Express
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First, the book is highly readable. It's not full of mumbo-jumbo, psycho-babble or cute catch phrases. It's quite simply a practical guide based on thorough research. Its written in an everyday voice, very much like I were reading a novel, that I find interesting. It's not pretentious, condescending or overbearing.
Second, the book gives practical examples of what does and what doesn't work. They name names of those that DO work. They don't name names of those that don't work, which I do like. They also remain very professional about the criticism. It's not about making the team looking bad. It's teaching a lesson so other people on other teams don't make the same mistakes.
I have found that I now think differently in the team environment. I approach problems regarding issues and complexities differently. And, I know that my team members do too. I can see the difference. It's exciting and profound for my team. We're taking a product that everyone is required to use, but also hates, and we're changing attitudes because of our attitude and our new way of operating - a direct result of the information in this book.
If you're interested in improving your team and you're interested in approaching it in a different way, I think you'll find value in this book.
I believe one of the fundamental keys to a leaders success is that everyone on their team is engaged and that without a fully engaged team success or at least world class success will be non-existent (or at least fleeting). The team needs to be passionate about what they do and passionate about their mission. For my team that is empowering managers to lead and take responsibility for their own teams - their development, their performance and their success. It is also about helping managers drive engagement on their teams. It is something my entire team is passionate about and I think made it especially wonderful to read this book together as a team.
In this book, Chester and Adrian take what they've culled from thousands and thousands of survey's and the condense it into some simple principles and nuggets of wisdom. They made this easily readable by adding in stories of many teams.
A year ago when I joined this team someone asked what I would do if things didn't change and I said that for starters, my philosophy was that as an associate working for a company that you weren't happy with you had three options - accept things the way they are, change things or leave. I told her that I would give it a full year and I believed the only answer was to change things. It's now been a year and we are well on our way to becoming a team that will literally transform the entire organization. Our little team of less then twenty has direct influence over thirteen thousand associates and approximately 300 managers.
While The ORANGE Revolution didn't really tell us anything we didn't know, it did help focus us and each chapter led us into wonderful areas of discussion and reflection (we read a chapter each week and talked about it for 30 minutes).
I'd highly recommend this book to anyone who works on a team - it doesn't matter if it is a work team, a sports team, a volunteer team or a community or church team - this book will give you great tips for taking your team to the next level.
What is missing is the other factors that prevent great teams from happening. Besides the leadership not allowing these teams to flourish, there are other obstacles and barriers certain managers create ambiguous directions, goals, lack of priority, expectations that result in employee mistrust and dissatisfaction.
What would have been good to have in this book is to detail a simple recipe for leadership success that managers can follow. Manager sometimes have their blinders on and think that they are following the concepts, but does not realize that "trust" is not earned by their employees. They often think that trust and respect is given from the employees. When that perception is not aligned with the employees, further division occurs between the manager and the employees. This book does not talk about some of the indirect factors that are barriers to a great team and often comes from leadership. A bad leadership does not equate to having great teams, generally not going to happen.