The Advantage: Why Organizational Health Trumps Everything Else In Business

The Advantage: Why Organizational Health Trumps Everything Else In Business

Patrick M. Lencioni

Language: English

Pages: 240

ISBN: 0470941529

Format: PDF / Kindle (mobi) / ePub


There is a competitive advantage out there, arguably more powerful than any other. Is it superior strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick Lencioni, argues that the seminal difference between successful companies and mediocre ones has little to do with what they know and how smart they are and more to do with how healthy they are. In this book, Lencioni brings together his vast experience and many of the themes cultivated in his other best-selling books and delivers a first: a cohesive and comprehensive exploration of the unique advantage organizational health provides.

Simply put, an organization is healthy when it is whole, consistent and complete, when its management, operations and culture are unified.  Healthy organizations outperform their counterparts, are free of politics and confusion and provide an environment where star performers never want to leave. Lencioni’s first non-fiction book provides leaders with a groundbreaking, approachable model for achieving organizational health—complete with stories, tips and anecdotes from his experiences consulting to some of the nation’s leading organizations. In this age of informational ubiquity and nano-second change, it is no longer enough to build a competitive advantage based on intelligence alone. The Advantage provides a foundational construct for conducting business in a new way—one that maximizes human potential and aligns the organization around a common set of principles.

 

 

 

 

 

 

 

 

 

 

 

to receive both the positive and constructive feedback from peers and to provide his or her simple reactions. After an hour or two, depending on the size of the team, the exercise is complete. It’s usually at this point that people are sitting around the table in a state of mild amazement at the direct, honest, and helpful feedback that they’ve just shared. The benefit of this exercise goes far beyond the mere sharing of information, as important as that is. The greatest impact is the

BLATHER Since the 1980s, many organizations have centered their clarity and alignment efforts around a singular tool that has been a major disappointment. What I’m referring to is the mission statement. Though I can’t be sure, I suspect that at some point about thirty years ago a cleverly sadistic and antibusiness consultant decided that the best way to really screw up companies was to convince them that what they needed was a convoluted, jargony, and all-encompassing declaration of intent.

team can rally around clear answers to these fundamental questions—without using jargon and shmarmy language—they will drastically increase the likelihood of creating a healthy organization. This may well be the most important step of all in achieving the advantage of organizational health. Answering these questions, like everything else in this book, is as difficult as it is theoretically simple. It’s simple in that it doesn’t require great intellectual capacity or cleverness; every leadership

was a little stunned by the hollowness of the question. After a moment, he just smiled and replied, “Anything.” I tell this story not only because it demonstrates the importance of nonfinancial factors in job satisfaction, but also because I think it’s funny. The lesson for leaders is not that they should be cheap, but rather that they understand that the healthiest organizations in the world are not necessarily the highest-paying ones and that throwing money at a problem that would be better

misalignment among; misconceptions of; Noah’s Ark approach to; organizational advantages contributed by; peer-to-peer accountability in; performance management by; public vs. private accountability meetings for; quarterly off-site reviews by; resistance to accountability; reviewing and clarifying commitments of; setting collective goals; sharing common objectives; sharing personal histories in; sharing responsibility collectively; size of; vulnerability required in trust building. See also Team

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