Extreme Teams Why Pixar Netflix AirBnB and Other CuttingEdge Companies Succeed Where Most Fail (Audible Audio Edition) Robert Bruce Shaw James Foster Brilliance Audio Books
Download As PDF : Extreme Teams Why Pixar Netflix AirBnB and Other CuttingEdge Companies Succeed Where Most Fail (Audible Audio Edition) Robert Bruce Shaw James Foster Brilliance Audio Books
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 doing things differently hiring the right person instead of the best person; focusing on one priority while leaving room to explore new ideas; creating an environment where people are comfortable dealing with the uncomfortable; and maximizing profit by not making profit what matters most. The book takes you inside top companies and examines the teamwork experiments powering their results, including how
- Pixar's teams use constant feedback and debate to transform initially flawed films into billion-dollar hits
- A culture of radical "freedom and responsibility" helps Netflix execute on the next big thing
- Whole Foods' super-autonomous teams embrace hard metrics and friendly competition to drive performance
- Zappos fuels the weirdness and fun that sustains its success
Times change, and so must teams. Designing and managing high-performance teams requires upgrading outdated beliefs and behaviors, and spurring a level of intensity and collaboration that lets them face down any challenge.
Extreme Teams Why Pixar Netflix AirBnB and Other CuttingEdge Companies Succeed Where Most Fail (Audible Audio Edition) Robert Bruce Shaw James Foster Brilliance Audio Books
Robert Shaw has written several great books and Extreme Teams is tops among them. Shaw has dug deep to uncover some of the key ingredients to building and sustaining incredibly productive and creative teams at companies including Pixar, Whole Foods, Airbnb, Zappos and Patagonia. Going way beyond the fundamentals that many of us know and practice, Shaw highlights a variety of things these companies and teams get right, while also acknowledging that the success of these companies is not solely related to teams and that you can’t simply import a set of practices into your company without understanding the culture and context you have, and how these practices fit and get supported.Shaw does a thorough job of discussing the upsides and downsides of 5 core concepts: 1) fostering a shared obsession for the work of the firm and even its role in society, 2) valuing the fit of team members (the right people) over experience (the best people), 3) focusing more on critical priorities where success is clearly defined, and avoiding distractions while developing approaches to allowing autonomy need to explore, 4) pushing harder in tough measurable ways while also pushing softer in dealing with weaknesses, and 5) taking comfort in discomfort, getting the right conflicts on the table and resolved well so they can take on the big challenges and risks needed to be creative. He helps us consider the need for social capital and how it helps bond teams together without the risks of excessive relationships and how the search for equilibrium can undercut the potential of an extreme team. A particularly strong part of the book is his capture of the look and feel of cutting edge cultures: all in, autonomous, transparent, accountable, playful and communal. With 30 years experience of working with leadership and project teams, there have been few that I could describe in that way. A last area that is incredibly useful is his capture of a key set of questions leaders of new teams need to ask themselves before embarking on creating an extreme team.
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Extreme Teams Why Pixar Netflix AirBnB and Other CuttingEdge Companies Succeed Where Most Fail (Audible Audio Edition) Robert Bruce Shaw James Foster Brilliance Audio Books Reviews
Very insightful, and a new way to look at mangement of teams. It helped to explain the success of some of today's most innovative companies. Not only educational, but interesting and entertaining at the same time. Highly recommended!
This book steers almost completely free of business jargon in explaining some of the reasons for the success of wildly disparate companies like Pixar, Netflix and Zappo. The author emphasizes that there is no one secret to success -- but that passion and excitement come as close as one can get to that secret. Highly recommended.
Prepare to be inspired. Robert Shaw’s Extreme Teams takes team development to the next level. Captivating stories illustrate what is possible when companies put teams first. Leaders interested in shifting mindsets from conventional linear approaches to creating and sustaining high performing teams will find practical examples how of companies encourage teams to be self-directed and respond to emerging needs to deliver extraordinary results. Companies interested in culture change will find simple yet effective ways of holding polarities in tensile unity to create renewal and innovation.
When you think about these companies, the ones listed in the title of this book you think of great companies, you think of great places to work and you also think new companies with young people. Think of this most of them were not around twenty years ago and I many cases ten years ago or even five years ago, But, they are the companies that lead the world today, they are the companies that everyone else is trying to emulate.
The most interesting thing about these companies is that their people work harder, they work longer hours and they achieve more than the old model copies of the twentieth century. These companies thrive because their people are driven by a passion to do something better than has ever been done before. They are all out to change the world.
The difference in just that, that chance to do something different, something that will to quote Steve Jobs, “put a dent in the universe”
Someone once said that more people will die willingly for pieces of cloth than for financial gain. These people in these new companies, arguably the world’s best companies are doing just that. They are working for their own piece of cloth which is idea on which these companies are based. Whether they are selling shoes or movies they are doing it as if their life depended on it. And that is what this book is about.
In his detailed explanation of the finest company teams in the world and how they work, Robert Bruce Shaw takes us through seven chapters detailing the key ingredients to developing, nurturing, and promoting the most extreme teams in the industry today.
He talks in detail about leadership and how much of a company’s success is based on the leadership qualities of the company’s leader. He explains why today’s young people are much more interested in doing good than making money. And he shows us these young people are driven more by a loyalty to one another than for individual reward.
From the book, “Most firms hire based on a job candidates resume -assessing how well his or her skills fit the demands of a specific job.” But he goes on to say, “Cutting-edge firms, in contrast, place equal if not greater emphasis on a person’s fit to their culture.”
To me this summarizes the message of this book. To use the old saw, “there is no ‘I’ in team.” Amen.
As Mr. Shaw continually empathizes, true leaders concentrate on the good of the team. They hire based on that, they manage based on that, and they motivate based on that.
To further emphasize Mr. Shaw’s point and being a New England Patriots fan there is no greater example of an extreme team (literally) than the Patriots, they are the most successful franchise in NFL history, yet they have virtually not super stars (Brady excluded). They won this year’s super bowl with a team of unknowns coming together to do one great thing as a team, not as individuals but as a team, and as a true team much greater as a team than the sum of its’ individual parts.
If you are in a position of building a team and what it to become an “extreme team” then this is the book you need to buy and read and study and then follow.
Robert Shaw has written several great books and Extreme Teams is tops among them. Shaw has dug deep to uncover some of the key ingredients to building and sustaining incredibly productive and creative teams at companies including Pixar, Whole Foods, Airbnb, Zappos and Patagonia. Going way beyond the fundamentals that many of us know and practice, Shaw highlights a variety of things these companies and teams get right, while also acknowledging that the success of these companies is not solely related to teams and that you can’t simply import a set of practices into your company without understanding the culture and context you have, and how these practices fit and get supported.
Shaw does a thorough job of discussing the upsides and downsides of 5 core concepts 1) fostering a shared obsession for the work of the firm and even its role in society, 2) valuing the fit of team members (the right people) over experience (the best people), 3) focusing more on critical priorities where success is clearly defined, and avoiding distractions while developing approaches to allowing autonomy need to explore, 4) pushing harder in tough measurable ways while also pushing softer in dealing with weaknesses, and 5) taking comfort in discomfort, getting the right conflicts on the table and resolved well so they can take on the big challenges and risks needed to be creative. He helps us consider the need for social capital and how it helps bond teams together without the risks of excessive relationships and how the search for equilibrium can undercut the potential of an extreme team. A particularly strong part of the book is his capture of the look and feel of cutting edge cultures all in, autonomous, transparent, accountable, playful and communal. With 30 years experience of working with leadership and project teams, there have been few that I could describe in that way. A last area that is incredibly useful is his capture of a key set of questions leaders of new teams need to ask themselves before embarking on creating an extreme team.
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