Managers want great teams, but most build them around decades-old ideas and practices made popular by companies that have lost their edge.Extreme Teams looks at the new generation of teams driving growth in today's most innovative firms. They do this by tossing conventional wisdom and doing things differently. The book takes you inside these bold companies and examines thManagers want great teams, but most build them around decades-old ideas and practices made popular by companies that have lost their edge.Extreme Teams looks at the new generation of teams driving growth in today's most innovative firms. They do this by tossing conventional wisdom and doing things differently. The book takes you inside these bold companies and examines the teamwork experiments powering their results, including how: Pixar's teams use rapid-cycle feedback and no-holds debate to transform initially flawed films into billion-dollar hitsA culture of radical "freedom and responsibility" helps Netflix execute on the next big thing and transform its industryWhole Food's super-autonomous teams embrace tough metrics and friendly competition to drive performanceZappos embraces the weirdness and fun that sustains its success Times change, and so must teams. Times change, and so must teams. Designing and managing high-performance teams requires upgrading outdated beliefs and behaviors, and creating in your company the level of intensity and collaboration needed to face down any challenge....
|Title||:||extreme teams why pixar netflix airbnb and other cutting edge companies succeed where most fail|
|Format Type||:||Kindle Edition|
|Number of Pages||:||256 Pages|
|Status||:||Available For Download|
|Last checked||:||21 Minutes ago!|
extreme teams why pixar netflix airbnb and other cutting edge companies succeed where most fail Reviews
Definitely a must read for anybody interested in building high performance teams
LOVED this book, definitely in the top 5 of the books I've read this year!Fascinating case studies of the companies AND very enjoyable! Key takeaways can sometimes be like a bit glib, like a company valuing "integrity." What company doesn't, right?! But at the risk of sounding glib, here are the key takeaways: 1. Ignite or unleash a team obsession 2. Hire based on character attributes, versus the lazy way of putting a round peg in a round hole 3. FOCUS, yet don't become myopic or lose agility or big picture 4. Proactively manage the culture's hard/soft continuum 5. Be extremely comfortable with discomfort and change.Here are some themes from look and feel of Extreme Teams: "All In; Autonomous; Transparent; Accountable; Playful; Communal." The book has a grid on page 154 with short explanation of each of these, plus an example of what an ineffectual company or team looks/feels like. Very good grid! And on page 202, there's a great list of "Start-up questions for leaders of new teams," which in my opinion can be used for a leader who has an existing team as well. It's never too late for a fresh start or reinvention, as long as you aren't tied to who you were yesterday!Couple more takeaways from the book:1. Delivering rigorous candor is refreshing and powerful. The trick is to be kind and compassionate, yet rigorous. It is a challenge, yes, and it's not for the wimpy. Yet in order to achieve radical results, candor is critical. Anything less is vanity, "I want people to like me!" or cowardice, "I don't want people not to like me! - frankly speaking. The other part of it is: 2. Receiving rigorous candor, which is what I call "you are not your elbow." Meaning, you are not your elbow, of course, but also, you are not your ideas, you are not your products, you are not your performance, and you are not your failure or even your success! You are, in fact, far greater than any of these fragments and so when someone criticizes your idea or performance, and you fall apart, well, it's equally absurd as saying essentially that you are your elbow! Many people take criticism of their idea or performance personally and while that's easy to confuse them for your identity, it's ultimately dis-empowering, especially because the person is probably just trying to help you or the company be better!
Brilliant book. Thoroughly enjoyed the concepts and would recommend it to anyone focused on being a better leader and being part of a great team.