Mario Moussa, Made­line Boyer and Derek New­berry (Wi­ley, $42.95)

The Australian - The Deal - - News -

Ex­ec­u­tive ed­u­ca­tion cour­ses gen­er­ally at­tract the best of the best, par­tic­u­larly at a top-ranked busi­ness school such as Whar­ton. Af­ter teach­ing more than 100 such cour­ses, the au­thors re­alised they had a good un­der­stand­ing of how to ef­fec­tively com­bine A-type per­son­al­i­ties with con­trast­ing styles, cul­tures, and meth­ods.

Filled with anec­dotes, real-life case stud­ies from the au­thors’ con­sult­ing ex­pe­ri­ence, and em­pir­i­cal re­search, the book of­fers a frame­work for suc­cess based on “goals, roles and norms”: com­mit to clear per­for­mance tar­gets and con­tin­u­ally mon­i­tor them; set up struc­tures so that all team mem­bers are clear about their roles; en­sure there are out­lets not just to col­lab­o­rate but also to re­solve con­flicts.

The first half of this short book ex­am­ines how our con­scious and un­con­scious bi­ases af­fect how we in­ter­act in teams. The sec­ond of­fers ad­vice for dif­fer­ent types of teams, e.g., vir­tual, in­no­va­tion and lead­er­ship com­mit­tees. It also has a handy set of check­lists and work­sheets so work­ers can ar­rive at un­var­nished mu­tual un­der­stand­ing.

Given the in­creas­ingly frac­tured na­ture of the work­place, where nav­i­gat­ing with mul­ti­ple stake­hold­ers is be­com­ing the norm, this is a use­ful ad­di­tion to the man­age­ment li­brary – but to be truly ef­fec­tive, I rec­om­mend your team­mates read it too.

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