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Synopsis
A gripping tale that reveals what occupies the minds of the world’s best business leaders
As CEO, most everything that Rich O'Connor did had something to do with at least one of the four disciplines on his famed "yellow sheet." Some of the firm's executives joked that he was obsessed with it.
Interestingly, only a handful of people knew what was on that sheet, and so it remained something of a mystery. Which was okay with Rich, because no one really needed to understand it, other than him. He certainly never suspected that it would become the blueprint of an employee's plan to destroy the firm.
In this stunning follow-up to his best-selling book, The Five Temptations of a CEO, Patrick Lencioni offers up another leadership fable that's every bit as compelling and illuminating as its predecessor.
This time, Lencioni's focus is on a leader's crucial role in building a healthy organization - an often overlooked but essential element of business life that is the linchpin of sustained success.
Readers are treated to a story of corporate intrigue as Rich O'Connor, fictional CEO of technology consulting company Telegraph Partners, faces a leadership challenge so great that it threatens to topple his company, his career and everything he holds true about what makes a leader truly exceptional.
In the story's telling, Lencioni deftly helps his readers understand the disarming simplicity and power of creating a healthy organization and reveals four key disciplines that they can follow to achieve it.
In The Four Obsessions of an Extraordinary Executive, Lencioni delivers an utterly gripping tale with a powerful and memorable message for all who strive to be remarkable leaders.
"synopsis" may belong to another edition of this title.
About the Author
PATRICK M. LENCIONI is founder and president of The Table Group, a management consulting firm specializing in executive team development and organizational health. As a consultant and keynote speaker, he has worked with thousands of senior executives and their teams in organizations ranging from Fortune 500 companies to high-tech startups to universities and nonprofits. Lencioni is the author 11 bestselling books, including The Five Dysfunctions of a Team and The Advantage.
To learn more about Patrick, and the products and services offered by his firm, The Table Group, please visit www.tablegroup.com.
From the Back Cover
PRAISE FOR OBSESSIONS
"Another homerun by Lencioni! This will be the first book we give to the thousands of executives who take part in our program."
―Verne Harnish, founder, Young Entrepreneurs' Organization; CEO, Gazelles, Inc.
"This is a wonderful book―a compelling story with a significant message for executives. The lessons here are substantial, and the style of writing is succint, thorough, and very entertaining."
―David S. Pottruck, president & co-CEO, The Charles Schwab Corporation; coauthor, Clicks and Mortar
"Since implementing these ideas within our company, I've seen morale and productivity increase dramatically. Lencioni encourages us as managers to deal with human issues that are not quickly quantifiable in a spreadsheet or a quarterly report."
―Glenn Kiser, vice president and general manager, Skywalker Sound, Lucas Digital LTD.LLC
"Another great page-turner from Lencioni! As fun to read as it is insightful.:
―John J. Donahoe, worldwide managing director, Bain & Company, Inc.
"Pat's formula, while elegantly simple, has profound implications for leaders in all sectors. It's right on the mark."
―Paul Van Ness, president & CEO, Make-A-Wish Foundation of America
"This is a powerful model for any organization, large or small. Lencioni knows his stuff."
―Mark Hoffman, chairman & CEO, Commerce One
From the Inside Flap
THE FOUR OBSESSIONS of an EXTRAORDINARY EXECUTIVE
As CEO, most everything that Rich O'Connor did had something to do with at least one of the four disciplines on his famed "yellow sheet." Some of the firm's executives joked that he was obsessed with it. Interestingly, only a handful of people actually knew what was on that sheet, and so it remained something of a mystery. Which was okay with Rich, because no one really needed to understand it, other than him. He certainly never suspected that it would become the blueprint of an employee's plan to destroy the firm.
In this stunning follow-up to his best-selling book, The Five Temptations of a CEO, Patrick Lencioni offers up another leadership fable that's every bit as compelling and illuminating as its predecessor.
This time, Lencioni's focus is on a leader's crucial role in building a healthy organization―an often overlooked but essential element of business life that is the linchpin of sustained success.
Readers are treated to a story of corporate intrigue as Rich O'Connor, fictional CEO of technology consulting company Telegraph Partners, faces a leadership challenge so great that it that threatens to topple his company, his career and everything he holds true about what makes a leader.
In the story's telling, Lencioni deftly helps his readers understand the disarming simplicity and power of creating a healthy organization, and reveals four key disciplines that they can follow to achieve it.
Once again, Lencioni delivers an utterly gripping tale with a powerful and memorable message for all who strive to be extraordinary leaders.
Reviews
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
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