Who’s in the Room? : How Great Leaders Structure and Manage the Teams Around Them

“Engaging– and most importantly, practical.”

Eric Korman, SVP Strategy and Business Development, Ralph Lauren Corporation

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Is your company run by a team with no name?

At the top of every organization chart lies a myth—that the boss and the senior management team make all the critical decisions together. In reality, most decisions are actually made by the boss and an inner circle of confidants—a “team with no name” that exists outside formal processes. In Who’s in the Room, Bob discusses the gap between the myth and reality of decision-making.

The gap between the myth and reality of decision-making causes significant problems. Executives wonder why they weren’t consulted earlier. Bosses wonder why team members have trouble grasping the big picture. There’s a tension in the executive suite, and repeated attempts at team building don’t seem to resolve it.

In Who’s In the Room? Bob Frisch provides a unique perspective on this widely misunderstood issue. Flying in the face of decades of organizational psychology, he argues that the solution lies not in addressing behaviors, but in unseating the senior management team as the epicenter of decision making. Using a broad portfolio of teams – large and small, permanent and temporary, formal and informal – great leaders match each decision to the appropriate team in a fluid, flexible approach that you won’t find described in management textbooks.

Frisch’s decades of experience as one of the world’s leading strategy facilitators have given him unparalleled access to senior executives as they worked through their most critical decisions. Drawing on insights from interviews with the CEOs of organizations ranging from MasterCard to Ticketmaster to The Red Cross, Frisch shows how great leaders can unleash the full power of their senior management teams against a specific set of critical tasks for which they are uniquely suited.

The result: The right teams addressing the right issues at the right time. A renewed sense of collective purpose for the organization’s most senior and valued leaders. And, most importantly, bosses seeing an end to people asking, “Why wasn’t I in the room?”