Don't Kill the Bosses!: Escaping the Hierarchy Trap
Berrett-Koehler Publishers, Sep 9, 2001 - Business & Economics - 200 pages
The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser. Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions. Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.
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Recognizing the Hierarchy Trap
The Core Problem Is OneSided Accountability
Transformation 1Youve Got to Use What You Know about Human Nature
Transformation 2 Politics as Usual Wont Get You There
WHAT ARE POLITICS AS USUAL?
You Need a TwoSided Accountability MindSet
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360-degree feedback accountability relationships actions alternative answer asked assignment authority behavior believe Bernie Marcus big boss boss’s boss/subordinate bosses and subordinates Chapter Christopher Commission command-and-control company’s corporate corrupt Craig McCaw Culbert decisions didn’t direct boss direct reports discussion dot-com companies dynamics effectiveness efforts employees explain feel going guys hierarchical relationships hold Home Depot Hughes individual individual’s inevitable subjectivity interactions interests Karen Kill the Bosses LAPD lead leader leadership logic macromanaging Magic Johnson Mike Smith motives Motorola numbers one-sided accountability one’s operating organization chart organizational paradigm pass-the-buck people’s person person’s perspective positive president problem question ranks reciprocal response role screws self-interested pursuits sided accountability situation solving someone stand accountable subcontractor subordinate’s talking teamwork Teledesic tell there’s told trusting relationships two-sided accountability mind-set we’ve what’s win-win-win politics