Saturday June 16, 2012
Bob Frisch looks at getting results
THERE are countless business titles in the market that address the issue of how to make teams perform better. What makes Who’s in the Room? different, and, dare one ask, better?
“I suppose it starts with my background. Almost everyone working in this area of executive teams – psychologist, coach, organisation development expert – is what I call a ‘behaviouralist.’ They focus on the behaviours of individuals and of groups.
“As managing partner of a firm focused exclusively on designing and facilitating strategy offsites, my colleagues and I spend all our time helping leaders and their teams align around crucial decisions.
“While the typical strategy consulting partner may attend a few such meetings in the course of a year, it’s pretty much all I do. So I’ve spent literally thousands of days with scores of management teams in 15 countries around the globe as they struggle with their most critical issues.
“While all the books and experts will point to the behaviours and relationships of those executives as the key to an effective team, I’m afraid my direct experience with these teams leads me to take a strikingly contrarian viewpoint.
“It’s time to stop looking at personalities, and start focusing on structures and processes that underlie decision making. To break the ‘taboo’ and get to the core of the topic, and thereby unleash the power of the leadership team.”
Bio Strategic Offsites Group founder Bob Frisch has over 29 years of experience designing and facilitating executive and board strategic offsites in the Americas, Europe, and Asia. He has published three articles on the subject in the Harvard Business Review: Who Really Makes the Big Decisions in Your Company (December 2011), When Teams Can’t Decide (November 2008), and Off-Sites That Work (June 2006). Bob’s work has been profiled in publications such as Fortune and the Wall Street Journal.
Leave the decision-making role